Brain Based Approach
RCS programs are built on a theory for how and why coaching works, based on contemporary neuroscience. We call this a 'brain-based approach to coaching'.
Having a physical science to explain how and why coaching works helps when rolling out wide scale coaching initiatives. It enables greater buy-in by more executives, which improves the uptake of new skills and practices.
This theoretical foundation was developed over 10 years, through carefully studying coaching conversations over several years, to identify the most effective ways to coach. We then explored how to explain effective coaching by looking at existing theories including change theory, learning theory, systems theory, positive psychology, solutions focussed techniques and other fields.
While these fields provided good support for how and why coaching worked, we found that neuroscience provided the most central explanation of coaching. Our theoretical foundation draws most heavily from five domains, illustrated on the right.
The neuroscientific domains we draw from include the study of:
- Awareness
- Reflection
- Insight
- Attention
- Working memory and habit
- Expectations
- Emotions
- Empathy and mirror neurons
- Social intelligence
The brain based approach was introduced in ‘Quiet Leadership’ the book published in 2006 by David Rock.
A summary of the ideas can be found in an article called 'A brain-based approach to coaching' from the International Journal of Coaching in Organisations, 2006.
RCS is a sponsor of the NeuroLeadership Summit, a project linking neuroscience and leadership development. RCS is also sponsoring a range of research projects with organisations, and with neuroscientists, to further this area of study.
