Coaching in the Preparation Stage
In the Preparation stage, the client is motivated and almost ready to start taking action. The coach’s role if the client is in this stage is to assist the client in determining options for actions, as well as identifying potential barriers (Moore & Tschannen-Moran, p. 36). Coaches can utilize the tool of brainstorming to help accomplish the objective, or simply ask powerful questions to make the client think. Furthermore, Moore and Tschannen-Moran explain that in this stage, it is appropriate for the coach to help the client create an action plan with as many steps as needed by the client (p. 36).
Coaching in the Action Stage
Williams and Menendez explain that during the Action stage, the role of the coach is to
ensure that the clients’ action is congruent with who they are (p. 76).
In the previous stage, preparation was made to align an action plan that syncs with the client’s values, and in this stage, it is important to be sure that the action truly does fall in line with the client’s values. One note of caution: according to Moore and Tschannen-Moran, it is in this stage that there is a high risk of shift into the Lapse stage (p. 36). During this stage the coach should be an encouragement to the client, and also help the client explore challenging situations and obstacles that may arrive, and assist the client in learning from whatever may arise.
Coaching in the Maintenance Stage
During the Maintenance stage, coaches become confident in the change they have been working to achieve. Therefore, Moore and Tschannen-Moran explain that clients are at risk of becoming bored and slowly returning to the old behavior (p. 37). Moore and Tschannen-Moran state that the possibility of lapses is still very real, and the role of the coach may be to help the client refocus, set new goals, and support the client (p. 37). Clients in this stage may need to
reconnect and appreciate the value of new behaviors in serving their vision and goals (Moore & Tschannen-Moran, p. 37).
Furthermore, the coach needs to challenge the client to continue to reach higher levels.
Coaching in the Termination Stage
In this final stage of change, the client is essentially on autopilot. According to Williams and Menendez,
the coaching will no longer focus on a particular goal—the need to focus has terminated, so to speak (p. 77).
Therefore, at this point, the coaching relationship may have run its course, and the coach needs to be aware and terminate the relationship if necessary. On the other hand, the client may have new or other issues that the coach can assist the client with, or the client may be in need of ongoing maintenance coaching.
Conclusion
It is important to note that the change process is not linear; rather, Prochaska et. al. (1995) describe the process as a spiral (p. 48). The client may go through the stages in a nonlinear fashion, falling in to relapse, but getting back on track, spiraling upwards (Prochaska et. al., p. 48). Prochaska et. al. states,
A successful self-change is like climbing the Leaning Tower of Pisa: First, you walk up, but as you approach the lower part of each floor, you begin to head down (p. 48).
Clients may move from action back to contemplation, or may move from maintenance to relapse and back to preparation. Ultimately, Williams and Menendez explain,
The coach’s role is to support the clients’ movement through the cycle and to accept the clients where they are now (p. 77).
This paper began by presenting a brief overview of Prochaska’s model of change, providing a short description of each stage in the change model. Once the foundation was set, this paper briefly discussed different coaching applications that can be utilized in each of the stages. Ultimately, no matter what model of change is utilized, coaches need to be flexible, encouraging, and believe the best in and for the client.
Resources
Bonham-Carter, D. (2007). Life Coaching for Problem Habits: Using Prochaska and DiClemente's Model of Change. The Bulletin of the Association for Coaching (12), 2-4.
Collins, G. (2009). Christian Coaching (2d. ed.). Colorado Springs, CO: NavPress. Moore, M., & Tschannen-Moran, B. (2010). Coaching Psychology Manual. Baltimore, MD: Lippincott Williams & Wilkins.
Prochaska, J. O., Norcross, J. C., & DiClemente, C. C. (1995). Changing For Good. New York, NY: HarperCollins.
Prochaska, J. O., Norcross, J. C., & Krebs, P. M. (2011). Stages of change. Journal of Clinical Psychology , 67 (2), 143-154.
Williams, P., & Menendez, D. S. (2007). Becoming a Professional Life Coach: Lessons from the Institute for Life Coach Training. New York, NY: W. W. Norton & Company. !