Psychodynamic Coaching

Claudia Nagel is a consultant, coach and senior advisor to international corporations and their board members. As an economist, organisational psychologist and chartered psychoanalyst, Claudia is an expert on leadership, strategic management and transformation processes. Deeply respectful of the human side of business, her background in finance and investment banking, and experience in different leadership roles, make her an invaluable resource for senior leaders.

Preface; Theory - Part 1: Basic Theory; Chapter 1: The Roots of Psychodynamic Coaching in Psychoanalytic Traditions; Chapter 2: Psychodynamic Coaching Is Not Psychotherapy; Chapter 3: Basic Elements of Psychodynamic Coaching; Chapter 4: Reasons and Occasions for Psychodynamic Coaching; Theory - Part 2: Basic Theoretical Concepts – Relationships as Focus; Chapter 5: The Unconscious as Common Ground: From Soul to Unconscious Cognitions– a historical overview; Chapter 6: Personal Development, Personality and Character in Psychodynamic Coaching; Chapter 7: Human Relationships and the Role of Emotions and Conflict in Professional Life; Chapter 8: Human Relationships and Basic Working Concepts: Transference, Countertransference, Attachment and Defences; Chapter 9: Neuroscientfic Foundations of Human Relationships: New Insights for Psychodynamic Coaching; Chapter 10: The System as Significant Context; Theory - Part 3: Application in Coaching: Using the Relationship; Chapter 11: Understanding the Inner-Landscape: Creating and Transforming Meaning; Chapter 12: Dealing with Different Leadership Types; Chapter 13: Facing Challenges Such as Resistance and Defences; Chapter 14: Working with Defences on the Group and Organisational Level; Chapter 15: Being Aware of Risks and Limitations; Practice - Part 1: Preparing for the Client; Chapter 16: Assumptions for the Coach Regarding the Client; Chapter 17: Assumptions for the Coach Regarding Themselves: Attitude, Perspective and Training; Chapter 18: The General Setting; Chapter 19: Contracting: The Very First Meeting; Practice: Part 2 - Running the Coaching Sessions; Chapter 20: Beginning the Relationship: Ways of Opening; Chapter 21: The Integration of Additional Diagnostic Tools; Chapter 22: Working In and With the Relationship: The Coach as Instrument; Chapter 23: Working at the Core of the Client's Questions; Chapter 24: Dealing with Emotions; Chapter 25: Using Symbols; Chapter 26: Coaching Female Leaders; Chapter 27: Understanding and Addressing the Context; Chapter 28: Coaching Teams in Organisations; Practice: Part 3: Ending the Coaching; Chapter 29: Ending the Coaching Relationship; Chapter 30: Training, Ethics and Elements of Good Practice; References; Index.