The coach as a container in the team coaching process

Abstract

The objective of this chapter is to illustrate the essential nature of the role of the team coach in holding and containing an interactional learning space for teams in transformation, such that in-depth and sustainable change can take place. In organizations, the container mechanism is held by different groups - sometimes a management group - and in a learning space it could be held by the coach, consultant, or facilitator. The structure of the methodology is in itself a container. A container refers to a capacity or structure which can hold anxieties and uncomfortable feelings while they are considered or processed, or while other essential work is done. The containing role the coach takes up is a conscious one and has direct implications for the ability of teams to change in ways that improve performance. This research explores the role of coach, as container, using projective identification as a key communications process, from the perspective of an eclectic depth-psychology approach. Using three case studies from various different cultural contexts, this containing process is highlighted and analysed from a systems psychodynamic approach and a somatic systemic theoretical perspective. Psychological strategies, approaches, techniques and coaching practice guidelines are described in their application in these teams and their complex organizational settings. Patterns and themes across these wider systems are identified. Issues of safety, splitting, belonging and conscience, and power and authority were identified. The construct of projective identification is illustrated as one of the primary containing mechanisms used.