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Abstracts of MSc papers by Ruth Simpson
Nov 2010 - How people adapt and how coaching can enable people to adapt
Ruth Simpson, (2010) 'What are the attributes that help people to adapt, and how can coaching enable the development of these attributes?' This research dissertation was submitted in partial fulfilment of the requirements for the degree of MSc in Coaching and Development at the University of Portsmouth
People in business have been adapting to developments in technology and in response to globalisation for more than 50 years. Many of the rewards of automation and efficient management practices have now been reaped and the challenge lies in getting the most from the people within organisations.
This research explored what it means to adapt and the attributes that are necessary to enable people to adapt. Data was collected from people who had experience of adapting to change as well as coaches and leaders who worked with people to adapt to change. In addition to a review of relevant literature, data was collected from 19 semi-structured interviews and 38 responses to an online survey.
The research found that there are two different ways to adapt. Technically, meaning developing a new skill, and psychologically which means changing mindsets and beliefs. Both require flexibility as defined as the ability to adjust actions and ideas in response to changing situations. In order that an individual's response to change is effective this ability must be underpinned by four enabling attributes and two core attributes. Coaching can facilitate the development of these attributes by providing a secure and supportive environment in which to challenge the limiting beliefs that prevent adaptation.
Oct 2009 - Organisation Development in law firms post recession
Ruth Simpson, (2009) 'How can Organisation Development be applied to prepare law Firms for business post recession?' Work Based Learning Project 6, PG Diploma Coaching & Development, Course run by Performance Consultants and the University of Portsmouth
This paper explores the scale of the challenges facing law firms as they come out of recession. Against this backdrop it goes on to examine the changes necessary to meet these challenges and how they might be implemented. Research shows that both the key enablers and barriers to change lie in the 'software' of the organisation. Jung is quoted as saying 'Without necessity nothing budges, the human personality least of all' (Munro Turner and Wilson 2008). However changing mindsets and beliefs means accepting personal vulnerability both in terms of trying something new and what it will uncover. The paper concludes that a combination of Organisation Development and coaching could address the resistance to change and then shift the mindset to what is required.
Aug 2009 -The Inner Freedom to Act
Ruth Simpson, (2009) 'How developing the Inner Freedom to Act can help leaders' Work Based Learning Project 7, PG Diploma Coaching & Development. Course run by Performance Consultants and the University of Portsmouth
Terms such as the 'Inner Freedom to Act' would have been unheard of within business 20 years ago, even now the concept and use of the term in business is relatively new. Recent research however shows how beneficial developing it can be for leaders, giving them access to greater resources within themselves, and as a result more choice about how to act. This is achieved through a release from external influences and those of the past that limit their thinking and capability. They are also able to see the reality of the context within which they operate and the situations they find themselves in.
The research paper explores in detail how this can be achieved and presents a model to represent how the Inner Freedom to Act affects leadership responses.
April 2009 - Values & Leadership in a Recession
Ruth Simpson, (2009) 'What are the values required for successful leadership in the current economic climate?' Work Based Learning Project 5, PG Diploma Coaching & Development, Course run by Performance Consultants and the University of Portsmouth
The change in the economic climate from growth to recession creates a new and different context within which to lead and be led. Recent research shows that the personal values that leaders hold impact how well they are able to meet the challenges and requirements being placed upon them. Interviews with leaders, people who are led by them, and coaches working alongside them, identified that addressing uncertainty and maintaining energy levels were fundamental to leadership in the current climate.
Leaders who have taken the time for inner reflection on what is important to them personally construct their own set of values. From this platform they can define who they are, and why they are where they are (inner values), how they connect with others (connecting values) and what they do (outcome values). This enables them to create a vision around which they can inspire others to act and release the energy within the organisation, balancing the need for corporate survival with growth and development.
June 2008 - The qualities required for leadership
Ruth Simpson (2008) 'What are the personal qualities required for leadership in a 21st Century professional services organisation?' Work Based Learning Project 3, PG Certificate Coaching & Development. Course run by Performance Consultants and the University of Portsmouth
"Understanding context is crucial for effective leadership" (Nye, 2008) In trying to identify the qualities required for leadership it is necessary to understand both the challenges facing leaders and what requirements these challenges place on leaders. The research shows that the challenges can be categorised as traditional, current and emerging. And in the same way the qualities required for leadership in the 21st century need to be a blend of traditional qualities such as courage and inspiration: current qualities such as an awareness of others: and emerging qualities around an awareness of self and authenticity. This mix will allow leaders to inspire and drive performance of others and address the need for collaborative working and authenticity.
May 2008 - Being fit to coach
Ruth Simpson (2008) 'What impact does a coach's personal development have on coaching?' Work Based Learning Project 2, PG Certificate Coaching & Development, Course run by Performance Consultants and the University of Portsmouth
Applying a metaphor from the world of music, the coach is both instrument and musician. The skills and abilities of the coach will impact where the coaching can go and therefore the opportunities available for the client i.e. 'the coaching is only as high as the coach' (Whitmore, D. 2008) With the increasing focus on coaches working at a transformational level the development of the coach becomes relevant. The research in this paper demonstrates that coaches need to take a holistic view of development ie physically, mentally, spiritually and emotionally. This will lead to an effective coaching relationship and process, at a level that is as deep as necessary to affect an outcome delivering sustainable change.
February 2008 - Consultant to Coach
Ruth Simpson (2008) 'What does a Change Management Consultant need to consider and be able to do to become a Business Coach?' Work Based Learning Project 1, PG Certificate Coaching & Development, Course run by Performance Consultants and the University of Portsmouth
Consultants and coaches work in business to enable improved business performance. The fundamental difference between the two is that consulting delivers it by working with the people in the organisation to find and implement solutions or change, and coaching does it by focusing on the development of the individuals. This paper explores what consultants and coaches do and how they achieve their outcomes.
Should you wish to discuss any of these papers with Ruth, please get in touch