Principe du nudge & coaching
Michele Fattal • 15 mars 2019
L’article paru dans » les échos week-end » du 1ermars 2019 a trouvé une certaine résonnance dans mon esprit de Coach.
http://m.lesechos.fr/week-end/le-nudge-ou-comment-corriger-les-biais-humains-0600802795919.php).
Il décrit le principe du Nudge et ses effets positifs sur les collectivités. Il m’a paru intéressant de le comparer au Coaching.
Les instigateurs de l’approche « Nudge » se sont basés sur des études en neuroscience et ont étudié comment inspirer les bonnes décisions.
Il est intéressant d’observer les effets du Nudge dans les différents domaines tels que la santé, la consommation ou le logement.
Après avoir lancé des études à large échelle, le Nudge propose une expérience engageante. Responsable.
L’expérience proposée a pour objectif de susciter un comportement précis. L’idée étant de provoquer et développer des comportements automatiques, positifs et écologiques pour l’environnement tout entier
Quand un comportement est automatique, il n’est pas réfléchi. Irrationnel donc. Pas conscient non plus. Nous avons tous appris et développé depuis notre naissance de nombreux comportements automatiques. Ces automatismes sont nécessaires. C’est ce qui permet par exemple d’être intégré dans un groupe ou de répondre à certains codes sociaux ou environnementaux.
Basé sur nos automatismes, ce coup de pouce, incite à des attitudes plus responsables.
Quand un client demande un accompagnement en coaching, c’est, en règle générale pour son évolution personnelle, ou celle de son organisation. Quand il s’agit d’évolution, il s’agit de passage, de transformation, de changement.
Le Coach, dans son exercice, après avoir réuni les informations nécessaires, va proposer à son client une expérience. L’expérience, basée sur les perceptions, va provoquer des sensations, des ressentis, des émotions. Irrationnel ? Dans une certaine mesure, oui. Le client est invité à les accueillir sans les interpréter. Viendra ensuite le temps où raison et perceptions se retrouveront, dans l’observation de ce qui émerge. C’est le moment de la prise de conscience qui aura pour résultat des choix, des prises de décision. Le client s’engage alors à des actions concrètes, autonomes, responsables, et respectueuses de soi, de l’autre et de l’environnement tout entier.
Une évolution juste, adulte, consciente, engagée et responsable : Un changement d’attitude, de comportement et de posture tout en conscience par l’expérience et qui appartient au client seul.
Principe du Nudge et Coaching s’appuient tous les deux sur l’expérience avec pour résultat des actions positives, engageantes et responsables :
Ils sollicitent l’inconscient pour une meilleure conscience des actes engagés.
Ils sont au service d’une autonomie plus grande, consciente et responsable.
Ils sont écologiques.
Leur différence se situe au niveau de l’intention de départ :
Dans le principe Nudge, l’intention est à l’origine des instigateurs. Elle est claire et prédéfinie. Elle donnera lieu à un résultat précis et prévisible, avec un impact positif sur la société et l’environnement tout entier.
En coaching, individuel ou de groupe, c’est le client qui définit son objectif et les résultats souhaités. Le Coach, par sa présence neutre l’accompagnera à la réalisation de son objectif. Les décisions et actions entreprises appartiennent au client seul. Les résultats aussi.
Over the past few years, I have felt a subtle yet profound shift in the world of accompaniment. What used to be centered on performance, expertise and control is gradually evolving into something more relational, more meaningful and deeply human. Coaching, from Performance to alignment. There were times when coaching conversations revolved mainly around goals, measurable progress, and optimization. Performance mattered most. Something has changed. Success is no longer defined solely by outcomes, but by alignment. Not just “Did I reach the objective?” But “Does this objective still make sense for who I am becoming?” Coaching is no longer about achieving more. It is about reconnecting with purpose, to what truly matters. The questions I hear today reflect this evolution: · How do I stay grounded in complexity and uncertainty? · How do I sustain my energy without burning out? · What truly gives meaning to my work? And to my life? · Coaching becomes a space where being aligned matters the most. A space where inner presence, clarity, security, and sustainable, meaningful action meet. Mentoring: From Mastery of doing to refinement of being Mentoring is traditionally about helping coaches develop their competencies to perform at their best. It is the mastery of the craft. What do I need to do and how to become a better coach? While mentors focus on the "how-to" of coaching, the deeper work is about the coach's awareness of their own presence. It is not simply about transmission of skills. It is about cultivating the quality of being behind the practice. By embodying a presence that is both grounded and discerning, both humble and expert, mentors offer more than guidance. They offer a lived experience of what it means to hold space. And through this, mentees learn to offer the same to their own clients. Supervision, from Practice support to Personal & Systemic Ecology Supervision was once mainly about ensuring support, methodological rigor and ethical standard. Essential yes. Yet, not sufficient. Supervision today is as a space of ecology . Personal : · How am I impacted by my clients? · What do I carry that is not mine? · How do I regulate myself to remain available, and grounded? Systemic: · What dynamics are at play beyond the individual? · What is my role within the larger field? · What patterns repeat across contexts? Supervision becomes about cultivating awareness of oneself, of others and of the whole system. It is a space for professional maturation and inner refinement. A Common Movement: Cultivating presence Across coaching, mentoring, and supervision, a common movement is unfolding: cultivating presence In an increasingly complex and fragmented world, perhaps the most impactful offering we can bring as professionals is not a method, but a quality of presence. a space where meaning can emerge where responsibility is owned where awareness deepens. Our presence acts as an invitation. When we stay grounded in complexity and uncertainty, we give our clients the permission to do the same. This is the real shift of our time: supporting individuals relate to themselves and their systems with true integrity, clarity and depth. A moment to reflect If your presence is the primary intervention, what "quality of being" are you bringing into the room today? This article was written for Business Coaching Magazine : https://bcoaching.online/coaching-mentoring-supervision-today-a-shift-toward-meaningful-alignment/
The body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.
Every individual possesses a unique set of talents. These talents can be defined as natural abilities, strengths, or qualities that enable a person to perform, create, or respond effectively in different situations. Some are visible and recognized, while others remain hidden or underdeveloped. In everyday life and work, people rely on their talents, sometimes consciously, sometimes unconsciously. Observing how these abilities show up and are utilized is a crucial step in understanding one’s potential. Identifying hidden or overlooked talents can have an even greater impact, opening new possibilities for personal and professional growth. Accessing Your Talents Even when it feels like nothing is working, resources and talents are always within reach. They can be accessed through simple yet powerful practices: • Breathing to regain focus and calm the mind. • Moving the body to shift energy and stimulate creativity. • Changing perspective by looking at a situation differently, raising the eyes, or exploring another environment. • Expressive practices such as writing, drawing, or other forms of creative expression. These actions help reconnect with your innate abilities and reveal talents that may have been dormant. Developing Talents Recognizing a talent is just the first step. To truly harness it, it must be nurtured and refined. Development can include: • Practice and repetition: Regularly using a talent in different contexts strengthens its impact. • Reflection: Observing the outcomes of using a talent helps refine its application. • Feedback: Seeking perspectives from trusted colleagues, supervisors, mentors, or coaches provides guidance and new insights. • Integration: Combining talents with other strengths or skills amplifies their effectiveness. The Impact of Talents in Coaching and Teams In coaching, helping individuals identify, value, and use their talents consciously has a powerful effect. It enhances confidence, encourages self-trust, and allows people to contribute more fully in both personal and professional contexts. At the group level, the effect is multiplied. When individual talents are recognized and brought into collective work, they fuel what is often called collective intelligence, a dynamic where diverse abilities combine to improve team performance, problem-solving, and innovation. Ultimately, talents are not fixed assets. They are living capacities. By learning to access, cultivate, and apply them intentionally, individuals unlock their potential, teams become stronger, and organizations thrive. A moment to reflect Which of your talents have you been using consciously, and which ones might be waiting quietly for you to recognize and develop them? When facing challenges, which of your natural strengths have you relied on most, and which ones have you overlooked? How could intentionally developing one hidden or underused talent change the way you work or lead? In a team setting, which of your talents could contribute more to collective performance if you consciously brought them forward? Taking the time to reflect on these questions can help you identify untapped potential, strengthen your contribution, and inspire growth for yourself and for the teams and organizations you work with.
