|Application deadline:||There are no official application deadlines, as offers of admission are made on a rolling basis|
|Tuition fee:|| |
|Start date:||April 2015|
|Delivery mode:||On Campus|
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Ashridge Postgraduate Certificate in Advanced Coaching & Organisation Development Supervision
This Ashridge qualification programme has achieved the EMCC's Supervision Training Quality Award, along with only a handful of supervision programme providers.
This two year part time programme has been developed by experienced coaching practitioners who have a combination of supervision, research, psychological and organisation development (O.D.) experience.
The programme will equip and qualify participants, giving them the skills, credibility and confidence to offer a new service to their clients, building their status as a senior practitioner and supervisor of coaches and consultants.
Experienced O.D. consultants and executive coaches are given the opportunity to be supervised on any aspect of their work, individually and in a group of equally experienced coaches, and to learn how to be a supervisor of other consultants and coaches.
Similar to our philosophy on the Ashridge Masters programmes in Executive Coaching and Organisational Change , this programme takes a relational perspective, developing participants theoretical knowledge of the psychological underpinnings of supervision and their critical evaluation of supervision models and theories.
The programme is studied part time over two years and is based around three modules.
The first two are based a series of eight intensive workshops, spread across the two years - each of one or two days duration.
The third is the accreditation module.
* Be able to apply the core skills of supervision
* Be able to practise both ethically and professionally in supervision work
* Develop a theoretical knowledge of the psychological underpinnings and theory of (executive coaching and organisation development) supervision
* Gain theoretical and practical skills in identifying interpersonal client-supervisor/coach/consultant dynamics and in facilitating clients understanding of these dynamics and their abilities to change them
* Develop a rich understanding of reflection and reflectivity as a medium of learning in supervision, as well as strategies to enable supervisees to become more effective reflective practitioners
* Continually develop your professional work as a supervisor by developing the ability to increase self-awareness and to critically appraise within professional supervision practice.
Module dates 2013
* 27-28 June 2013
* 24 September 2013
* 5 December 2013
* 13 February 2014
* 29 April 2014
* 26 June 2014
* 9 September 2014
* 11-12 December 2014
* 18 June 2015
Our supervision philosophy
Supervision is making an important contribution to the professional development and quality assurance of consultants and executive coaches, and is becoming a key differentiator in the marketplace. With the growing professionalism of the organisation consulting and executive coaching fields, supervision is central to many formal qualifications in consulting and coaching. As more consultants work independently or as sole practitioners in many of their assignments, there is a growing need for time and space to reflect in a supervisory relationship.
The Ashridge approach has been subject of a number of articles and publications describing our perspective on Coach Supervision and our perspective on Consulting Supervision.
At Ashridge we see supervision as an essential quality assurance process for coaches and consultants, designed to ensure that the client benefits from a consultant who is fit for purpose and equipped with the insight and personal resourcefulness to be able to help. Supervisor and consultant work in an on-going relationship focusing on the working relationships in which the consultant is engaged. In the same way, those consultants work in an on-going relationship with their clients focusing on the working relationships in which the clients are engaged. In our view, much of the power and effectiveness of supervision, both for quality assurance and for development, stems from the fact that here relationships are being mirrored in relationships, with the possibility for new scrutiny and new perspectives.
At Ashridge we are inspired by a broadly relational perspective on supervision, based on our personal experience of what is most effective in coaching and which themes and issues are at the core of the process. A relational perspective bases itself on the following core principles:
* Human beings are deeply motivated to be in relationship with others, so part of what we (consultant and supervisor) hope from this relationship might be to repeat our previous relational patterns and through awareness of this create better ones both within and outside this room.
* All content of supervision can be seen as relational, i.e. supervisees are continually even if subliminally linking relationships elsewhere (real and imagined) to this one.
* This supervisory relationship itself is worth exploring at all times, for the learning contained within it.
* The supervisees experience of the supervisory relationship is worth enhancing.