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The Inner Game of Golf (Anglais) Broché – 6 janvier 2009

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Coaching is an art that must be learned mostly from experience. In the Inner Game approach, coaching can be defined as the facilitation of mobility. It is the art of creating an environment, through conversation and a way of being, that facilitates the process by which a person can move toward desired goals in a fulfilling manner. It requires one essential ingredient that cannot be taught: caring not only for external results but for the person being coached.

The Inner Game was born in the context of coaching, yet it is all about learning. The two go hand in hand. The coach facilitates learning. The role and practices of the coach were first established in the world of sports and have been proven indispensable in getting the best performance out of individuals and teams. Naturally, managers who appreciate the high levels of individual and team performance among athletes want to emulate what coaching provides.

The coach is not the problem solver. In sports, I had to learn how to teach less, so that more could be learned. The same holds true for a coach in business.

Who Owns the Problem?

One of the first exercises I give in coaching seminars for managers addresses this question. Breaking into threes, one manager would play the role of coach, one would play the client, and one would observe the dialogue. The client would be asked to think of some issue, skill, or goal he would like coaching on. The coach would receive no instructions on how to coach. The observer was given a specific variable to observe and report on.

During the first few minutes of the conversation, the person being coached-the client-would be very animated, working hard to present the relevant information about the problem to the coach. The coach would be in the listening mode. Then, at a certain point, an abrupt change in the body posture of the two people would occur. The client would lean back as if relieved of his problem and the coach would start doing the talking, usually working very hard to come up with ideas or solutions to the problem. Typically, the client would let the coach do the work with occasional interjections aimed at showing why the solution being proposed would not work.

The third person had simply been asked to notice when and if the "ownership of the problem" shifted from one person to another. In almost all cases their feedback confirmed that after a few minutes the client had succeeded in handing off the problem to the coach, who had accepted the lion's share of the burden of solving it.

Most of us learned this pattern of problem solving at a very young age. Probably our parents, eager to be "good parents' " solved some of the problems that should have been left to us to solve so that we could gain skill and confidence. We come to expect this kind of help from the coach or parent. We may get an answer, but we don't develop the skill or self-confidence to cope with similar problems in the future. In turn, we tend to try to validate ourselves as parents and coaches by solving the problems of our children or clients.

Coaching as a Conversation for Mobility

It is essential to the Inner Game of coaching that the coach try to see from the point of view of the person being coached. By learning to listen to the client non-judgmentally, the coach learns the most important elements of the craft. Learning to ask questions that help clients reveal more and more to themselves is a natural outcome of such listening. The coach's questions are geared to finding out information not for the purpose of recommending solutions, but for the purpose of helping clients think for themselves and find their own solutions. Ideally, the end result of every coaching conversation is that the client leaves feeling more capable of mobility.

Inner Game coaching can be divided into three conversations: a conversation for awareness (getting the clearest possible picture of current reality), a conversation for choice (getting the clearest possible picture of the desired future outcome), and a conversation for trust (in which the client gains greater access to internal and external resources in order to move from current reality to the de sired future). These principles, awareness, choice, and trust are the same ones that provide the foundation for learning itself as well as for focus of attention. In the course of any conversation, awareness, choice, and trust are all present, though one may be emphasized over the others.

The Conversation for Awareness-The purpose of this conversation is to help the person or team being coached (the client) increase awareness of what is-i.e., the important aspects of the current reality. The coach listens both for what stands out to the client as he views the current situation and for what is not standing out. Using questions or statements that focus the attention of the client, the coach can make current reality become more distinct and clear. It is like turning on the headlights of a vehicle and cleaning the windshield. Remember, awareness itself is curative. The primary tool is focus of attention on the critical variables.

The coach can start with a very broad question, such as "What's happening?" and then narrow the domain of observation. "What are you observing about the customer while you are presenting the benefits of your product/ service?" "Did you observe anything in particular from the expression on his face or from his body language?" "How did you know when he was receptive to what you were saying or when you were hitting some resistance?" "What is your reaction and action when you notice that resistance?" These questions must be asked in a context of non-judgment, or they will provoke defensiveness, not increase awareness.

Awareness questions do not require answers to be effective. The clients express their awareness as it is. The degree of awareness indicates whether more attention should be paid to that variable or not. As a result of this conversation, both the client and the coach become more aware of the awareness of the client. The seed of each question is usually embedded in the previous response. In the process, the client automatically becomes more conscious about how to direct attention in the next experience. As in all coaching conversations, the point is simply that both client and coach become more conscious and more mobile.
Some open-ended questions for the early stages of the conversation for awareness are listed below:

¸  What's happening?

¸  What stands out?

¸  What do you notice when you look at x?

¸  How do you feel about this situation?

¸  What do you understand about x? What don't you understand?

¸  How would you frame the underlying problem?

¸  How would you define the task?

¸  What are the critical variables in this situation?

¸  How do they relate to one another?

¸  What are the anticipated consequences of x?

¸  What standards and time frame have you accepted in this task?

¸  What has been working? Not working?

The Conversation for Choice-The primary purpose of this conversation is to remind the clients that they are mobile-that they have the capability of choice and can move in the direction of their desired ends. If the conversation for awareness starts with the basic question "What's happening?," then the conversation for choice asks the fundamental question "What do you want?" Awareness is about the present; choice is about the desired future state.

The coach is committed to helping the client find his true commitment. Sometimes this means believing in a level of accomplishment that is well beyond what the client currently exhibits. Part of the art of coaching is to be able to sense the underlying commitment of the client's Self 2 and not to buy into Self 1's limited concepts of what is possible. However, it is not just a matter of indiscriminately setting the bar ever higher. One can set the bar so high that it becomes an interference to Self 2 rather than a recognition of its true abilities.

The coach asks questions that help the client get as clear as possible a picture of what he wants to do. Questions are asked that require the client to step back and consider the purpose behind his desired goal and not just the goal itself. In this conversation the client generates and compares, considers consequences, and makes commitments. It is also a time for looking at conflicting desires that might have to be resolved before true mobility is obtained.

The following are some of the common opening questions I use in the conversation for choice:

¸  What do you really want?

¸  What do you want to achieve?

¸  What are the benefits of x?

¸  What would be the costs of not pursuing x?

¸  What would it look like in y weeks, months, years, from now?

¸  What don't you like about those ends?

¸  What would be a fulfilling means of getting there?

¸  What changes would you like to make?

¸  What do you feel most strongly about in this situation?

¸  Who or what are you doing this for?

¸  How does this fit in with your current priorities?

¸  Do you have any conflicts about this course of action?

¸  What would success in this endeavor mean to you?

¸  What alternative possibilities can you consider?

And one of my most-used questions to myself or a client:

- Why would you want to do that?

I find the conversation for choice is most useful in separating the Self 2 desires of the client from the various Self I "agendas of the others in us." This enables clients to make choices to move in sync with their own purposes and therefore have a chance of achieving true mobility. The word commitment is often defined by clients as obligation-a commitment to others that is not connected to their commitment to themselves. True mobility can be achieved only when a person's commitment to others is in fact connected to and derived from his primary commitment to himself. This is especially difficult for people working in a corporate environment. But when the client can find this kind of alignment of purpose, there is a harmony of motivation that can provide the fuel and clarity to overcome great obstacles in the pursuit of great challenge.

Conversation for Trust-Perhaps the most important outcome of any coaching conversation is that the client ends up feeling respected, valuable, and capable of moving forward. It is a basic trust in oneself and one's potential that gives a person the belief that he can attain mobility. The client feels resourceful, i.e., able to access both the inner and outer resources necessary to reach the goal. The coach does not undermine the confidence of the client by inappropriately being the answer giver, the problem solver, or the judge.

Continuing with the image of a car to represent mobility, awareness is like the headlights that enable vision, choice is the steering wheel, and desire is the fuel. The client, as the driver, has all the inner resources of a human being---including the ability to learn and trust, the key to accessing those resources.

Since trust in oneself is a natural attribute of all children, the job of the coach is to help the client unlearn the doubts, fears, and limiting assumptions that inevitably accumulate over time. Trust is perhaps the most delicate of the coaching conversations, and the most critical to the Inner Game. This is the conversation where self-interference is minimized and recognition and confidence in one's capabilities is enhanced.

From the Hardcover edition.

Revue de presse

“The best sports psychology book ever written about golf.”
Inside Golf

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c'est sympa, car à part l approche technique, il y une approche psycho dans le golf qui aide à se rappeler qu on fait ça pour le plaisir!!!
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livre qui permettra aux golfeurs de partir avec entrain, mais surtout de revenir avec le sourire de leur partie dominicale.
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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: HASH(0x951c387c) étoiles sur 5 109 commentaires
71 internautes sur 74 ont trouvé ce commentaire utile 
HASH(0x9548854c) étoiles sur 5 More than just a golf book 10 juillet 2002
Par Stephen Sykes - Publié sur Amazon.com
Format: Relié
"The Inner Game of Golf" has been on bookstore shelves for 20 years because it appeals to a segment of the golfing public that eschews traditional instruction. It is not a book about how to play golf; it is a book about how to learn golf. The author's approach is a straightforward application of Eastern psychology and targets the subconscious mind of the golfer as the primary player of the game. Most of the methods described in the book are directed toward quieting the conscious (verbal) mind so that the subconscious (non-verbal) mind can learn from experience.
Here's an example. In the traditional approach to playing the game, the golfer watches the flight of the ball after contact and deduces from it how he must have swung. From that information he makes mechanical corrections that are applied to the next swing. In the Inner Game approach, the golfer does not watch, but feels the flight of the ball after contact. From this feedback the subconscious mind automatically makes corrections that are applied to subsequent shots. For me, the former approach has always led to frustration. Driving range corrections always fall apart after 3 holes on the course, and mechanical analyses lead to doubt. But with the Inner Game approach, my swing gets stronger thru the round, and I hit with greater and greater confidence as the round progresses. It is often a confident feeling that I carry with me for many hours after leaving the course. In that respect, a round of golf early in the morning is, like meditation, a conditioner for the daily activities that follow.
This updated version of "The Inner Game of Golf" is a substantial revision of the original, and owners of the 1981 edition may well want to consider buying the update. While several sections remain untouched, there is fresh material inserted throughout as well as a couple of completely new chapters. But the most significant revision is one of tone. Gone is the enthusiastic arrogance of the original which aggressively promoted the Inner Game approach as superior to traditional teaching methods. Indeed, the 1981 version flatly stated that Inner Game techniques should not be used in conjunction with traditional methods. While this tone may have helped elevate the book to its cult status, it ultimately turned off the serious golfing community to the point where the author's name is rarely mentioned by traditional golf instructors. In the revision, the author changes direction completely and now says that the inner game approach should be merged with traditional instruction to create a new, synthesized approach to learning. He even offers a few techniques for achieving such a synthesis.
But, what hasn't changed is the author's central thesis that it is the golfer's understanding of why he plays the game that leads to both success with the sport and contentment as a result of it. The reader who understands and accepts this fundamental concept will find himself transformed in a way he would never have predicted from a mere golf book.
42 internautes sur 45 ont trouvé ce commentaire utile 
HASH(0x954885a0) étoiles sur 5 Unleash the Golfer within You 6 juillet 2000
Par Donald Mitchell - Publié sur Amazon.com
Format: Relié
For many years, people I play with have complained about my handicap. Yet I seldom play more than a stroke or two above or below my handicap. Yet during a round I will hit many fine shots seldom seen by someone with my handicap (a high one). Clearly, I must know what to do, but cannot do it consistently. People shake their heads at that explanation, and predict that my handicap will soon fall -- which it doesn't.
Having just read Mr. Gallwey's excellent book, The Inner Game of Work, I could immediately sense that he was on to something with regard to his concept of paying attention to critical features of your activities as a way to learn how to improve rapidly. That's a point that we stress in The Irresistible Growth Enterprise and The 2,000 Percent Solution.
As an example of this point, I had stopped taking lessons over the last year-and-a-half, and my tee shots and fairway woods greatly improved. The main thing I noticed is that I began to rely on myself to figure out what I was doing wrong, rather than waiting to have my pro show me. As a result, I figured out a lot of long-term faults never unearthed in the lessons and corrected them.
I was very excited to find a number of other drills I could use in this fine book to locate other faults and correct them. Just thinking about the drills allowed me to locate four faults that I had not been aware of before. I can hardly wait to see how I hit the ball tomorrow!
One of the places where my game started to get better was when I noticed that if I played with no focus on winning or score I played much better. Mr. Gallwey provides several tools for extending that psychology that I intend to use as well.
Some people had taught me other ways to keep score: How many putts, how many fairways and greens in regulation, quota points, and square shots. Mr. Gallwey's book adds learning and enjoyment scores as well. I think those will add a lot to my game, as well. It helps to be given permission to think about something other than the gross score.
Mr. Gallwey unerringly describes every harmful mental process I use to hit poor shots, deny myself fun and learning, and to make myself miserable. Even if my golf doesn't get any better (and I would be surprised if that happened), this book will add a lot to my enjoyment of golf and life.
If you don't already understand the key elements of the swing, it may be that this book will not help you as much. If you are a long-term golfer who has taken a lot of lessons, watches good players, and wants to get more out of your game, this book is a great use of your time and money.
I also recommend Dave Pelz's new book, Dave Pelz's Putting Bible. Mr. Pelz does a great job of combining physical, technique and mental processes to help your putting. I realized from The Inner Game of Golf that some of what I learned from Pelz's short game school that works for me relies on tools that Mr. Gallwey speaks about in this book. That gave me more confidence to try out Mr. Gallwey's suggestions.
Hit 'em all like you'd like to!
Donald Mitchell
Coauthor of The Irresistible Growth Enterprise (available in August 2000) and The 2,000 Percent Solution
23 internautes sur 25 ont trouvé ce commentaire utile 
HASH(0x954889d8) étoiles sur 5 Excellent contribution to the game of golf. Thanks! 11 avril 2000
Par R. K. Johnson - Publié sur Amazon.com
Format: Relié
This book provided for me a new perspective on how I approach shotmaking. I've always had a decent short game and plenty of power, but inacuracy in ball striking has hurt my ability to score. Since reading this book one year ago I've moved from a 14 hdcp into the single digits. The book is not a miracle product, but if you are familiar with the mechanical fundamentals (read Hogan's 5 fundamentals if you aren't) and you are willing to practice, the Inner Game techniques can help one to improve. In my case this improvement was rapid, dramatic, and has stuck. I will say, that not every technique in the book has clicked with me, at least as of yet. I tried most of the methods outlined, and embraced some while setting others aside for now. For me the single instruction to visualize yourself throwing the golf ball at your target as you swing made such a dramatic improvement to my accuracy that it alone payed for the book many times over. As a more general comment, the philosophy put forth in these pages has improved my time spent on the course. I for one feel much better about my game when I focus on letting my natural abilities come through. I know that my best shots have the same quality as those of the PGA pros. Physical skill is not a deterant in my game. The only thing keeping me from performing consistently at their level is between my ears. When I head out on the course knowing that I am not going to clutter my mind with thoughts about where my right elbow is at the top of the backswing, I enjoy the game much more and shoot lower scores. Thanks much Mr. Gallwey!
22 internautes sur 24 ont trouvé ce commentaire utile 
HASH(0x95488da4) étoiles sur 5 The finest non-technical golf book ever. 28 juillet 1998
Par Un client - Publié sur Amazon.com
Format: Relié
The Inner Game of Golf is ultimately the best golf book you can buy. It is a golf book with a difference. In it you won't find any technical instructions on where your left arm should be at address or where your right wrist should be pointing at the top of the swing. Instead it focuses on awareness, concentration, and quietening the voices in your head that shout "You're going to miss it!! You're going to shank it!!" After all, it's these voices that cause anxiety, tension, and fear which lie at the root of most bad shots.
This book is not gimmick, nor is it full of 'quick tips'. The excercises provided, if taken seriously, are guaranteed to improve your game dramatically. You can't just try these excercises and decide after 4 bad shots in a row that they don't work though. Given a bit of effort they work!
Everyone's hit great shots in the past - why can't we hit them more often? Because that voice is always in our head going "Last time you were on th! is tee you hooked it out of bounds. Better not do that again" The inevitable result......out of bounds!!
This book goes a long way to quietening that voice. Don't be without it.
8 internautes sur 8 ont trouvé ce commentaire utile 
HASH(0x95488b34) étoiles sur 5 Immediate Results!! 22 juillet 1999
Par Un client - Publié sur Amazon.com
Format: Relié
From his first chapter you see immediate results, it really hit home since I have taken numerous lessons and always had the problem of taking my Driving Range game to the Course but this book shows you how and a whole lot more!
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