Jonathan Passmore is an occupational psychologist and a coaching supervisor. He has wide business consulting experience, having worked for PricewaterhouseCoopers and IBM Business Consulting, and as a chief executive and company chairman in the sports leisure sector. He is based at the School of Psychology, University of East London, and is Director for the Coaching and Coaching Psychology programs. He is co-author of Appreciative Inquiry for Change Management and Top Business Psychology Models, and he is editor of Excellence in Coaching, Diversity in Coaching and Psychometrics in Coaching (Kogan Page).

Contributors:
Julie Allan, Chartered and Registered Psychologist
Tim Anstiss, Medical doctor
Ulla Beck, Author of "Psychodynamic Coaching: Focus and depth"
Rich Blonna, Professor of Public Health at William Paterson University
Paul Brown, Specialist in applied neuroscience in organizations
Denyse Busby-Earle, Accredited NLP practitioner
David Drake, Executive Director of the Center for Narrative Coaching & Leadership
Paul Gilbert, Professor of Clinical Psychology at the University of Darby
Liz Hall, Author of "Mindful Coaching"
Lindsay G Oades, Director of the Australian Institute of Business Wellbeing
Reinhard Stelter, Professor of Sport and Coaching Psychology at the University of Copenhagen
Helen Whitten, Accredited coach
Alison Whybrow, Chartered and Registered Psychologist

The reasons that coaching works so well and can produce such dramatic results are grounded in psychology, so it follows that some of the most powerful coaching methods available draw on psychological thinking. Published with the Association for Coaching, Mastery in Coaching presents the latest thinking on the most effective techniques coaches can use with their clients. Every chapter is written by a leading expert in the field, and takes a rigorous, evidence-based approach which will give you a practical understanding of each method, supported with examples, and underpinned by the theory of the key psychological concepts in coaching. Ranging from cognitive-behavioural coaching, gestalt and positive psychology to neuroscience and mindfulness, this indispensable book will give any serious coach the tools they need to get the best from their clients.

About the contributors
Foreword by Carol Kauffman

01 Mastery in coaching
Jonathan Passmore
Introduction
What is mastery in coaching?
Evidence-based practice
Conclusion
References

02 Positive psychology coaching
Lindsay G Oades and Jonathan Passmore
Introduction
Theory and evidence underpinning positive psychology coaching
The aims and processes of positive psychology coaching
Practice: tools and techniques
When might positive psychology coaching be most suitable?
Conclusion
Developing yourself as an positive psychology coach
References

03 Psychodynamic coaching
Ulla Beck
Introduction
The theoretical foundations
Psychodynamic personality and developmental psychology
Psychodynamic group psychology
Psychodynamic organizational psychology: the system theory
Practice in psychodynamic coaching
Practice: tools and techniques
The future: the expectation of what is to come and what is desired
Primary task and role for the coach and client or client group
Conclusions, evaluation and leave-taking
When does psychodynamic coaching work best?
Conclusion
Developing yourself as a psychodynamic coach
References

04 Narrative coaching
David Drake and Reinhard Stelter
Introduction
Evidenced-based approach to narrative coaching
Practices: tools and techniques
Suitability
Conclusion
Developing yourself as a narrative coach
References
Notes

05 Gestalt approaches
Alison Whybrow and Julie Allan
Introduction
The development of gestalt coaching
The evidence base of gestalt coaching
Practice: tools and techniques
Three practices
Selfing
When might a gestalt approach be most suitable?
Conclusions
Developing yourself as a gestalt coach
References

06 Neurobehavioural modelling: applying neuroscience research to the development of coaching practice
Paul Brown and Denyse Busby-Earle
Introduction
Evidence based approach to neuro-behavioural modelling
Coaching and the practice of NBM
When might this approach be most suitable?
Conclusion
References
Notes

07 Cognitive behavioural coaching
Helen Whitten
Introduction
Evidenced-based approach to CBC
Practice: CBC tools and techniques
Initiating the coaching programme
Preparing the ground for coaching
Developing client awareness of cognitive habits
Challenging and reframing unhelpful thoughts and behaviours
Socratic questioning
Developing new approaches to problem situations
Reviewing and integrating change
When might CBC approach be most suitable?
Conclusions
Developing yourself as a cognitive behavioural coach
References

08 Mindful coaching
Liz Hall
Introduction
Evidenced-based approach to mindful coaching
A multifaceted phenomena
The research
Coaching-related research
Goal-free coaching?
Practice: tools and techniques in mindful coaching
Mindful sessions
Core mindful practices
Suggested applications of specific mindfulness practices
Introducing and adapting mindfulness to clients
Cultural context
When might the MC approach be most suitable?
Conclusion
Developing yourself as a mindful coach
References

09 Compassionate mind coaching
Tim Anstiss and Paul Gilbert
Introduction
Evidenced-based approach to compassionate mind coaching
Theoretical and practice
Tools and techniques
When might compassionate mind coaching be most suitable?
Conclusion
Developing yourself as a compassionate mind coach
References

10 Acceptance and commitment coaching
Tim Anstiss and Rich Blonna
Introduction
Evidenced-based approach to AC coaching
Acceptance and mindfulness
Pragmaticism
Relational Frame Theory
Evidence
Practice: tools and techniques
The Ramp Model of AC coaching
When might AC coaching be most suitable?
Conclusions
Developing yourself as an Acceptance and Commitment Coach
References

11 Motivational interviewing
Jonathan Passmore
Introduction
The evidence base for motivational interviewing
The theory behind MI
Does MI work?
The active ingredients within MI
Practice: tools and techniques
The spirit of the approach
The principles
The core skills (or micro-skills)
Tools and techniques
When might MI be the most suitable?
Conclusions
Developing yourself as an MI coach
References

Index