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Coaching with the Brain in Mind
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Table of Contents

Preface: Who Should Read This Book? xiii About the Authors xix About This Book xxiii Knowledge and Action, Action and Knowledge xxv Acknowledgments xxvii Introduction: What Are the Questions? 1 Coaching Bedrock 3 Coaching Pillars 7 Neuroscience Platform 13 Organization of Coaching with the Brain in Mind 15 What Do We Need to Know About Neuroscience? 18 What Are We Doing Here? 27 A Note about the Science of Neuroscience 28 Part I: Who Are We? Chapter 1 Bedrock-Ontology 33 Western Philosophy 35 New Age Philosophy 41 Anthropology 44 Sociology 50 Ontology as Bedrock for Coaching 53 Chapter 2 Pillar-Social Embeddedness 55 Globalization 57 Systems Theory 65 Quantum Theory 86 Social Embeddedness as a Coaching Pillar 89 Chapter 3 Neuroscience Platform-Mindfulness 91 The Potentiating Brain 94 Thinking Processes 102 Mindfulness Practices 108 Practice Guide for Coaching with the Brain in Mind-Know Yourself 113 Part II: How Can We be Healthy? Chapter 4 Bedrock-Health Practices 117 Western Medicine 119 Physiology 124 Stress 134 Wellness Theory 136 Resource Section: How to Recognize and Avoid Unsupported Claims of Health Benefits 140 Health Practices as Bedrock for Coaching 141 Chapter 5 Pillar-Optimizing Performance 143 Sports Psychology 145 Change Theory 149 Models of Change 155 Optimizing Performance as a Coaching Pillar 169 Chapter 6 Neuroscience Platform-Neuroplasticity 171 Dynamic Stability 173 Placebo Effect 174 Experience and Hardwiring 178 Attention 178 Veto Power 183 Applying the Schwartz-Rock Formula for Dynamic Stability 186 Practice Guide for Coaching with the Brain in Mind-Leverage Change 188 Part III: Why Do We Do What We Do? Chapter 7 Bedrock-Psychology 191 Behaviorism 194 Psychometrics 199 Developmental Psychology 206 Evolutionary Psychology 209 Psychology as Bedrock for Coaching 215 Chapter 8 Pillar-Activating the Mind 217 Cognitive Psychology 219 Learning Theory 223 Activating the Mind as a Coaching Pillar 243 Chapter 9 Neuroscience Platform-Cognition 245 Memory 247 Awareness 256 Mapping and Predicting 259 Dilemma Model 267 Practice Guide for Coaching with the Brain in Mind-Make Decisions and Solve Problems 271 Part IV: How Can We Feel Better? Chapter 10 Bedrock-Psychotherapy 275 Humanistic Movement 284 Trauma and Its Social Implications 287 Research Revealing Transtheoretic Common Factors 288 Linking Psychotherapy Techniques to Coaching 290 Resource Section: Mental Health Issues-How Not to Do Psychotherapy 316 Psychotherapy as Bedrock for Coaching 320 Chapter 11 Pillar-Accentuate the Positive 323 Learned Optimism 327 Science of Happiness: Pleasure, Engagement, and Meaning 331 Resilience 338 Emotional Intelligence 340 Accentuate the Positive as a Pillar for Coaching 343 Chapter 12 Neuroscience Platform-Emotions 345 State of Mind 348 Scanning for Threats 351 Status and Belonging 356 Emotion Regulation 358 Practice Guide for Coaching with the Brain in Mind-Keep Cool Under Pressure 365 Part V: How Can We Get Along? Chapter 13 Bedrock-Management 371 Management Theory 377 Industrial/Organizational Psychology 381 Social Psychology 383 Meta-analysis 390 Management as Bedrock for Coaching 395 Chapter 14 Pillar-Leadership 397 Organizational Heresies 400 Social Network Theories 407 Family Systems Therapies 411 Appreciative Inquiry 414 Human Capital Movement 417 Leadership as a Coaching Pillar 418 Chapter 15 Neuroscience Platform-NeuroLeadership 421 Collaborative, Contingent Conversations 423 Our Social Brains 426 Theory of Mind 431 Repairing Relationships-Sange 434 Resolving Conflict-Stop and Grow 440 Calming Threats-The SCARF Model 443 Practice Guide for Coaching with the Brain in Mind-Get Along with Others 447 Conclusion: What Are We Doing Here? 449 Internet Links 459 References 461 Index 487

About the Author

David Rock is one of the thought leaders in the global coaching profession. He has taught his integrated coaching model to more than 3,000 coaches and managers worldwide. His coaching organization, Results Coaching Systems, works with large corporations to build internal coaching competencies among managers and leaders.?He is the author, most recently, of Quiet Leadership: Six Steps to Transforming Performance at Work. Linda J.Page,PhD, is founder of Adler International Learning, a coach training and consulting organization, and active member of several international coaching organizations. Her writing and editing experience spans various media, genres, and subjects, including articles on coaching, neuroscience, organizational change, and psychotherapy. She has also written scripts for CBC radio and for several children's albums including Big Bird and Oscar the Grouch: Camping in Canada.

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