search for books and compare prices
Tables of Contents for The Storytelling Coach
Chapter/Section Title
Page #
Page Count
Foreword
13
6
Jay O'Callahan
Introduction
19
10
Learning To Help Story Tellers
20
4
After the first student's story
How my father taught me
Learning to coach
The Need and the Opportunity
24
5
The need for helpers
The opportunity to start fresh
What to call our helpers
Not just for storytellers
Not the last word
Coaching Principles
29
18
Believe in Success
29
3
The diversity of success
No more Mr. Right
If there's no right way, which way do we go?
Honor the Goals
32
3
Why can't I accept your goals?
Helping through honoring
What about my judgment?
Give Praise
35
5
Teaching infants to speak
Keeping the balance
How praise helps
Positive vs. negative
Increase Safety
40
2
Learning under the threat of death
How to make it safe
Ground Rules
42
5
Ground rule #1: you are in charge
Ground rule #2: everything you say is confidential
Ground rule #3: I won't refer to your prior sessions without your permission
A Structure for Coaching
47
42
Listening
48
6
How to listen
How to respond while listening
How not to respond
What intrudes on my ability to listen
Dealing with my needs as coach
Appreciations
54
11
Why give appreciations all together?
How to give appreciations
Global and specific praise
Praising the object, the performer, or the effect
Giving thanks
Toning up our praise
What if there is nothing to praise?
When appreciations are enough
Suggestions
65
11
Why give suggestions all together?
The kinds of suggestions: Making a positive suggestion; Stating my own reaction; Asking questions
Open-ended and closed-ended questions
What does the question ask about?
Using questions to explore a hypothesis
When to Give Suggestions
76
6
Jerry's story
Offering a direct suggestion for Jerry's story
Indirect suggestions: a series of questions
Indirect suggestions: multiple alternatives
Is this indirectness necessary?
What Else would you like?
82
1
Managing the Four-Part Structure
83
6
Explaining the principles
Asking permission
Taking charge of the group
Discarding the whole structure
Coaching to Overcome the First Obstacle: Lack of Information
89
22
Coaching to Overcome the obstacles
89
2
The categories of obstacles
Analogy: calling up a friend
Helping you call your friend
The First obstacle
91
5
What Kinds of Information do Story Tellers Need?
96
1
Basic information about storytelling
The content of your story
The delivery of your story
Interaction with your audience
When you need information that I don't have
Teaching me what you need to know
Relating Information to your Goals
96
2
Let's do it your way
98
4
Searching for how to give information
Going beyond definitions and examples
Other ways to customize information
The Information Framework
102
4
Does Audrey need information?
A framework for adapting traditional stories
From opinion to framework
When I should not Give Information
106
5
When I'm not ready to give
When you're not ready to receive
When the information may not be what you need
When the information may already have been received
Coaching to Overcome the Second Obstacle: Needing More Experience of the Story
111
26
The Essence of Guy's story
111
3
Imagining a crucial scene
114
5
Creating a new scene
Performing a scene with heart
Imagining the story structure
119
6
A sequence of scenes
Restructuring the story
Experiencing the Narrator
125
5
Winona's story
Establishing the main theme
Giving the story a shape
Questions: The tool of choice
130
7
A palette of questions
Bringing it back to your story
Guided-fantasy questions
Coaching to Overcome the Third Obstacle: Misdirected Effort
137
20
Misconceptions about Performance
139
3
Charming the Audience
142
4
Making us take you seriously
Making us like you
Stopping the downward spiral
Avoiding Feelings
146
3
Rocking the ark
Jumping to a conclusion
Tools for Helping
149
4
Notice your effort
Experience the absence of your effort
Direct your effort elsewhere
Avoiding Harm
153
4
Adding to your misconception
Leaving you hopeless
Knowing when not to try
Coaching to Overcome the Fourth Obstacle: Emotional Blocks
157
20
The Presence of Sadness
157
3
Three ways to overcome
Let the Feelings in
160
1
Heal the Hurt
161
5
Try out being afraid
Push through the anger
Remember the Current Reality
166
7
Find a corrective image
Find a statement of the truth
Take action
All three Methods work Together
173
1
Should I Deal with Feelings at All?
174
3
The case for forging ahead
Finding the Key Obstacle
177
18
Avoiding the sham Obstacle
177
4
What caused her not to breathe?
Giving a new focus
Recognizing the Key Obstacle when I find it
181
6
The clever man and the simple man
Needing more experience
Lack of information
Misdirected effort
Emotional block
Two ways to recognize success
Flexible Persistence
187
4
Failing cheerfully
Getting help for myself
What I did well
When to stop Trying
191
4
Needing information about tandem telling?
Prioritize
Yet another balance
Coaching in the Classroom
195
28
Coaching Principles in the Classroom
197
6
Is the diversity of success relevant to the classroom?
Don't we all need the same skills?
Honor their goals? All they want to do is good off!
Don't I have to tell them when they're wrong?
But my students are not in charge!
Safety? I don't feel safe here myself!
But I cannot keep confidentiality!
Notes on the Four-Part Structure
203
5
Listening
Appreciations
Suggestions
What else would you like from us?
Overcoming Obstacles in the Classroom
208
4
Lack of information
Needing more experience of the story
Misdirected effort
Emotional blocks
Finding the key obstacle
Students Becoming Coaches
212
6
Demonstrate Coaching
Let them coach you first
Let them coach another student
Reduce your intervention
Breaking into small groups
A longterm program
Coaching Across the Curriculum
218
5
What to coach
Coaching of thought processes
What coaching teaches
Signs of success
Taking Coaching to the World
223
18
Developing coaching Partnerships
224
1
Who can be a coaching partner?
How to approach a potential coaching partner
The coaching Agreement
225
5
Take turns
Keep your coaching relationship separate
Take charge of getting what you need
Getting help with your coaching
How to evaluate your coaching partnership
Learning from a Long-Term Partnership
230
7
The value of mistakes
The value of persistence
The value of failing in many ways
Unexpected benefits
Coaching as a form of Leadership
237
4
Supervision made supportive
Watch for role conflicts
A form of leadership
Sources
241