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The person being helped was assumed to be well, not ill. The person helping was assumed to know less about the problem than the person with it. And the whole point of the exchange was that the helper would refuse to give advice. Put that way, coaching sounds like a joke about professionals who are paid not to do their job. Yet by the 2020s there were well over a hundred thousand practising coaches in the world, a global body with its own credentials and ethics code, university departments devoted to the subject, and a scattering of peer-reviewed journals. Something that strange and that large deserves an explanation.\n\n### What coaching is\nThe cleanest definition is a negative one. Coaching is not therapy, because the client is not being treated for anything. It is not mentoring, because the coach is not passing on experience from the same field. It is not consulting, because the coach does not diagnose the problem and prescribe the fix. It is not training, because there is no curriculum. What remains when you subtract all four is a conversation with a single peculiar purpose: to help a person think more clearly about something they want, and then act on it, using their own resources.\n\nThe positive definitions that the professional bodies use all circle the same words: **partnering**, **thought-provoking**, **creative**, **potential**. The partnering matters most. The coach and the client are equals in a joint enterprise; the client owns the agenda, the goals, and the actions, and the coach owns the process of the conversation. This is why coaching insists so firmly that the client is **resourceful and whole**. If the client already has what they need, the coach's job is not to add anything but to remove what is in the way. Timothy Gallwey, whose 1974 book on tennis is usually taken as the origin of the modern idea, put it as a formula: performance equals potential minus interference. Coaching works on the interference.\n\n### What a coach actually does\nIf the coach does not advise, diagnose, teach, or share experience, what is left? Quite a lot, as it turns out, and the profession has spent thirty years naming it. A coach **listens**, and not casually: for what is said, for what is avoided, for the values and beliefs underneath the words, for the shift in energy when something true is touched. A coach **asks**, and the questions are of a particular kind: open, short, free of hidden advice, pointed at the client's thinking rather than at the facts. A coach **reflects back** what they hear so that the client can hear it too, which is often the first time the client has heard their own reasoning spoken aloud. A coach **reframes**, offering another way to see a situation and letting the client try it on. A coach **holds silence**, because the most useful thinking often happens in the pause the coach refused to fill. And a coach **contracts**: at the start of a relationship and at the start of every session, the coach and client agree what they are working on and how they will know it was useful.\n\nAround this core sit the disciplines that make it safe. Confidentiality, because nobody thinks freely if they fear being quoted. A clear scope, because a coach who drifts into treating depression or giving legal advice is doing harm. Reflective practice and supervision, because a conversation this intimate changes the coach too, and a coach who does not examine their own reactions ends up coaching their own needs.\n\n### Where it came from\nCoaching has three parents, and they rarely met. The first is **humanistic psychology**, the mid-century movement of Carl Rogers and Abraham Maslow, which insisted that people grow when they are accepted rather than corrected, and that a helping relationship needs empathy, genuineness, and unconditional regard more than it needs expertise. Rogers's \"core conditions\" became, almost unchanged, the stance of the coach. The second parent is **sport**. Gallwey was a tennis coach; John Whitmore, who brought his ideas to Britain, was a racing driver; the word \"coach\" itself came from the training of athletes, and with it came the idea that performance is coached rather than taught. The third parent is **business**, and specifically the American personal-development industry of the 1980s and 1990s, from which Thomas Leonard built the first coach training school and then, in 1995, the International Coaching Federation. Leonard gave coaching its economics; Whitmore gave it its model, the GROW sequence that still structures most coaching conversations; Rogers, who died before the profession existed, gave it its soul.\n\nA fourth parent arrived late. Around 2000 Anthony Grant founded a coaching psychology unit at the University of Sydney, and the academic study of coaching began. The question it asked was simple and overdue: does any of this work? The answer, assembled through the 2010s in a series of meta-analyses, is a qualified yes. Coaching produces measurable, moderate improvements in performance, wellbeing, and goal attainment, and the strongest predictor of success is not the technique used but the quality of the **working alliance** between coach and client, which is the same finding that psychotherapy research arrived at a generation earlier.\n\n### Why it is contested\nCoaching is unregulated almost everywhere. Anyone may call themselves a coach, and many do. The professional bodies respond with voluntary credentials, and the credentialing process is genuinely demanding: hundreds of hours of training and practice, recorded sessions assessed against a competency framework, mentoring by senior coaches, an examination, and continuing education for life. But a credential is a signal, not a licence, and the market is full of practitioners with no training, methods with no evidence, and claims with no limit. The evidence base, though growing, is thinner than the industry's confidence. Return on investment figures circulate that no researcher stands behind. And the boundary with psychotherapy, which the profession polices carefully in its ethics, is routinely blurred in practice.\n\nNone of this is unusual for a young profession. Nursing, social work, and psychotherapy itself all passed through the same stage: a practice that worked before it was understood, a scramble to professionalise, and a slow accumulation of the research that would eventually justify the practice or reform it. Coaching is somewhere in the middle of that arc. What makes it worth studying now is that the arc is visible. The competencies, the theory, the evidence, the institutions, and the history are all still in the open, still arguing with each other, and a person who learns the subject learns not a settled body of knowledge but a profession in the act of deciding what it is.\n\n### How to read this subject\nThe eight regions of this graph are the eight questions anyone asks about a profession. What must a practitioner be able to do (the competencies)? What does the work look like from first meeting to last (the engagement)? What ideas is it built on (the foundations)? Who does it serve (the niches)? How is it organised and policed (the profession)? Does it work, and how do we know (the research)? Who made it (the pioneers)? And how did it get here (the history)? The competencies and the engagement are the practice; the foundations and the research are the discipline; the rest is the institution and its story. They can be read in any order. A reader who wants the craft should start with the competencies; a reader who wants to judge the claims should start with the research; a reader who wants the story should start with the pioneers and follow their arrows into everything they built. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-10","messages":[{"id":"msg-mermaid-mvl4xa89-2","role":"assistant","content":"### Ethical Practice\nA conversation in which one person tells another their fears, ambitions, and private doubts creates power, and ethics is what keeps that power from being misused. Ethical practice in coaching is less a set of rules than a habit of asking, before and during every engagement, whose interests are being served. The classic failures are familiar from every helping profession: breaking confidence, letting a sponsor's agenda override the client's, continuing to coach when the client needs a clinician, and allowing a second relationship (friend, supplier, manager) to contaminate the first. The professional bodies publish codes that spell these out, and a credentialed coach agrees to be bound by them and to face a complaints process if they fail. But the codes are the floor. The competency itself is the coach's own integrity: being clear about what coaching is and is not, saying so to clients and sponsors, and holding the line when a client, or the coach's own bank balance, pushes against it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-100","messages":[{"id":"msg-mermaid-mvl4xa89-87","role":"assistant","content":"Albert Ellis's model separating an Activating event, the Belief about it, and the emotional or behavioural Consequence. Its lesson is that the consequence follows from the belief, not the event, so the belief is where change is possible. Coaches use it to help clients notice the interpretation they have inserted between what happened and how they feel. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-101","messages":[{"id":"msg-mermaid-mvl4xa89-88","role":"assistant","content":"Habitual errors in thinking, catalogued by Aaron Beck and David Burns: all-or-nothing thinking, overgeneralisation, catastrophising, mind-reading, personalisation. Naming a distortion is often enough to loosen it, and coaches use the list to help clients recognise patterns in their own reasoning. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-102","messages":[{"id":"msg-mermaid-mvl4xa89-90","role":"assistant","content":"The unconscious redirection of feelings from a past relationship onto a present one. A client who grows deferential or combative with their coach for no reason in the room may be re-enacting a relationship with a parent or a manager. Coaches notice transference and treat it as information rather than interpreting it clinically. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-103","messages":[{"id":"msg-mermaid-mvl4xa89-91","role":"assistant","content":"Unconscious strategies, such as denial, rationalisation, or projection, by which a person protects themselves from an uncomfortable truth. Coaches encounter them as the reasons a client cannot see something plain; working gently around a defence, rather than confronting it, is a skill borrowed from psychodynamic practice. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-104","messages":[{"id":"msg-mermaid-mvl4xa89-93","role":"assistant","content":"A classification of positive personal traits, developed by Christopher Peterson and Martin Seligman and measured by the VIA survey: curiosity, perseverance, kindness, fairness, and others. Identifying and deliberately using one's top strengths is one of the better-evidenced positive psychology interventions, and coaches use the list to shift a client's attention from deficits to assets. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-105","messages":[{"id":"msg-mermaid-mvl4xa89-94","role":"assistant","content":"Mihaly Csikszentmihalyi's name for the state of complete absorption in an activity whose challenge matches one's skill: time disappears, self-consciousness fades, and the activity is its own reward. Clients often describe wanting more of it, and coaching can help them identify the conditions that produce it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-106","messages":[{"id":"msg-mermaid-mvl4xa89-95","role":"assistant","content":"Martin Seligman's model of wellbeing as five elements: Positive emotion, Engagement, Relationships, Meaning, and Accomplishment. It gives a coach a structured way to ask what a flourishing life would contain and where a client's current life is thin. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-107","messages":[{"id":"msg-mermaid-mvl4xa89-97","role":"assistant","content":"The practice of attending to what is being experienced in the present moment, in the body and the room, rather than to the past or to abstractions. Gestalt made it central; coaching inherits it as the ground of presence and of noticing the shifts in a client that reveal what matters. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-108","messages":[{"id":"msg-mermaid-mvl4xa89-99","role":"assistant","content":"Eric Berne's three modes from which a person thinks, feels, and acts: Parent (rules and nurture copied from authority figures), Adult (rational response to the present), and Child (feelings and patterns from early life). Recognising which state one is in, and which one is being invited, is a quick route to changing a stuck interaction. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-109","messages":[{"id":"msg-mermaid-mvl4xa89-100","role":"assistant","content":"Stephen Karpman's 1968 model of a dysfunctional interaction in which people rotate between three roles: Victim, Persecutor, and Rescuer. Coaches use it to help clients see the pattern they are caught in and the way out, which is usually to step off the triangle into a plain Adult request. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-11","messages":[{"id":"msg-mermaid-mvl4xa89-7","role":"assistant","content":"### Coaching Mindset\nBefore a coach does anything, they hold a stance, and the stance is harder to acquire than any technique. It begins with a belief that most people find difficult to sustain: that the client in front of them is capable, whole, and already in possession of what they need. From that belief follows everything that makes coaching distinctive. If the client has the answers, the coach's advice is at best unnecessary and at worst an obstacle. If the client is whole, the coach is not there to fix anything. The mindset also includes a discipline of the self. A coach notices their own reactions, impatience, the urge to rescue, the pull toward a favourite solution, and sets them aside so that the client's thinking stays central. It includes curiosity: a genuine interest in how this particular person sees their world, held without a hypothesis about where they ought to end up. And it includes a commitment to the coach's own development through reflection, supervision, and continued learning, because a mindset is not a possession but a practice that decays without maintenance. The professional frameworks added this competency relatively late, in recognition that the techniques can all be performed by someone who does not hold the stance, and that when they are, the client can tell. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-110","messages":[{"id":"msg-mermaid-mvl4xa89-102","role":"assistant","content":"Circular chains of cause and effect in which an outcome feeds back to influence its own cause: a manager's control invites staff passivity, which invites more control. Recognising a loop is often the first step to breaking it, and systemic coaches teach clients to look for them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-111","messages":[{"id":"msg-mermaid-mvl4xa89-104","role":"assistant","content":"### Adult Development\nThe developmental psychologist Robert Kegan argued that growth does not stop at adulthood. Adults continue to develop in how they make meaning, moving through orders of mind in which what was once the lens through which they saw the world becomes an object they can see. A person with a socialised mind takes their identity from the expectations of others; a self-authoring mind has its own internal authority; a self-transforming mind can hold several systems of meaning at once. This view reshaped leadership coaching in particular, because it suggested that many leadership problems are not skill gaps but developmental ones: the leader is being asked to operate from an order of mind they have not yet reached. Vertical development, growing the mind's complexity, became distinguished from horizontal development, adding skills. Kegan and Lisa Lahey's Immunity to Change method gave the theory a practical tool for uncovering the hidden commitments that keep a person from making a change they genuinely want. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-112","messages":[{"id":"msg-mermaid-mvl4xa89-107","role":"assistant","content":"David Kolb's 1984 model of learning as a cycle: concrete experience, reflective observation, abstract conceptualisation, and active experimentation. Learning requires the whole loop. Coaching maps onto it directly: the client experiments between sessions and reflects in them, and the coach keeps the cycle turning. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-113","messages":[{"id":"msg-mermaid-mvl4xa89-108","role":"assistant","content":"Donald Schön's 1983 account of how skilled professionals actually improve: not by applying theory but by reflecting on their practice, both in the moment (reflection-in-action) and afterwards (reflection-on-action). It is the model behind the coach's own reflective practice and behind supervision. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-114","messages":[{"id":"msg-mermaid-mvl4xa89-109","role":"assistant","content":"Jack Mezirow's theory of learning that changes a person's underlying frame of reference rather than adding to their knowledge. It typically begins with a disorienting dilemma, proceeds through critical reflection on assumptions, and ends with a new way of seeing. It describes the deepest kind of change coaching can produce. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-115","messages":[{"id":"msg-mermaid-mvl4xa89-110","role":"assistant","content":"Edward Deci and Richard Ryan's theory that motivation is sustained when three psychological needs are met: autonomy (the sense of choosing), competence (the sense of being effective), and relatedness (the sense of connection). It is the scientific basis for coaching's insistence on client autonomy and explains why imposed goals fail. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-116","messages":[{"id":"msg-mermaid-mvl4xa89-111","role":"assistant","content":"Albert Bandura's concept of a person's belief in their own ability to carry out the actions needed to reach a goal. Self-efficacy predicts effort and persistence, and it is built mainly by mastery experiences, by succeeding at something. It is why coaches design small achievable actions and name progress when it happens. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-117","messages":[{"id":"msg-mermaid-mvl4xa89-112","role":"assistant","content":"Edwin Locke and Gary Latham's finding, from decades of research, that specific and challenging goals produce better performance than vague or easy ones, provided the person is committed and gets feedback. It is the evidence behind SMART goals and behind coaching's goal-directed character. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-118","messages":[{"id":"msg-mermaid-mvl4xa89-113","role":"assistant","content":"James Prochaska and Carlo DiClemente's transtheoretical model of behaviour change as movement through stages: precontemplation, contemplation, preparation, action, and maintenance. Its lesson for coaching is that readiness matters: a client in contemplation needs a different conversation from one in action, and pushing for action too early produces resistance. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-119","messages":[{"id":"msg-mermaid-mvl4xa89-114","role":"assistant","content":"Carol Dweck's research finding that people who believe abilities can be developed (a growth mindset) learn more and persist longer than those who believe abilities are fixed. It is a limiting belief in reverse, and coaches use it to reframe failure as information and effort as the path to ability. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-12","messages":[{"id":"msg-mermaid-mvl4xa89-12","role":"assistant","content":"### Coaching Agreement\nCoaching is a joint enterprise, and joint enterprises need terms. The coaching agreement is the competency of making those terms explicit, at two levels. At the level of the whole relationship, it covers what coaching is and is not, what the coach and client each take responsibility for, confidentiality and its limits, and any sponsor's role. At the level of a single session, which is where the competency is most visible, it means agreeing at the outset what the client wants to work on, what they want to leave with, and how they will know the session was useful. This sounds administrative and is anything but. The session agreement is where the client takes ownership of the agenda, and the measure of success it sets is what lets both parties notice, forty minutes later, whether the conversation has gone somewhere. A conversation without an agreement drifts; it becomes interesting rather than useful. The competency also includes revisiting the agreement as the conversation develops, because clients often discover that the topic they named is not the topic they need, and a skilled coach checks rather than assumes. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-120","messages":[{"id":"msg-mermaid-mvl4xa89-105","role":"assistant","content":"Robert Kegan's stages of adult meaning-making: the socialised mind, which takes its identity from others' expectations; the self-authoring mind, which has its own internal compass; and the self-transforming mind, which can hold and question several systems of meaning at once. Each stage can see what the previous one was subject to. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-121","messages":[{"id":"msg-mermaid-mvl4xa89-106","role":"assistant","content":"Robert Kegan and Lisa Lahey's method for uncovering why a person does not make a change they sincerely want. It maps the stated commitment, the behaviours that undermine it, the hidden competing commitment those behaviours serve, and the big assumption beneath it. The hidden commitment is an immune system protecting the person from an imagined danger, and surfacing it is the first step to testing whether the danger is real. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-122","messages":[{"id":"msg-mermaid-mvl4xa89-116","role":"assistant","content":"### Solution-Focused Coaching\nIn the 1980s Steve de Shazer and Insoo Kim Berg, working at the Brief Family Therapy Center in Milwaukee, noticed that clients improved when conversations stopped analysing problems and started describing solutions. Solution-focused brief therapy was the result, and its transfer to coaching was almost frictionless, because coaching had never wanted to analyse problems anyway. The approach has a small, sharp toolkit. The **miracle question** asks the client to describe in detail how life would look if the problem had vanished overnight, producing a concrete picture of the goal. **Scaling questions** ask the client to rate where they are on a scale of one to ten and then what one step up would look like, turning an abstract wish into a next action. **Exceptions** asks when the problem did not occur and what the client did differently, revealing that the solution is often already in the client's repertoire. The OSKAR conversation model is solution-focused coaching given a session structure. The approach's confidence that clients already have what they need is the coaching mindset in its purest form, and its brevity suits clients who want progress rather than understanding. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-123","messages":[{"id":"msg-mermaid-mvl4xa89-120","role":"assistant","content":"### Cognitive-Behavioural Coaching\nCognitive-behavioural coaching applies the methods of cognitive-behavioural therapy to clients who are not unwell but whose thinking is in their way. It was developed largely in Britain, by Stephen Palmer and others, and it is the most explicitly evidence-based of the approaches because it borrows a tradition with decades of trials behind it. The core move is to treat a client's beliefs as hypotheses. A **thought record** captures a situation, the automatic thought it provoked, the feeling that followed, and a more balanced alternative. A **behavioural experiment** turns a belief (\"if I speak up in the meeting I will be humiliated\") into a prediction and tests it. Cognitive distortions are named and caught. The approach suits performance anxiety, procrastination, perfectionism, and the self-limiting beliefs that keep capable people from acting. Its risk is the one shared by all cognitive methods: it can feel like being corrected, and a coach must hold the approach inside the humanistic stance, examining beliefs with the client rather than for them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-124","messages":[{"id":"msg-mermaid-mvl4xa89-123","role":"assistant","content":"A coaching approach that applies positive psychology directly: identifying a client's character strengths and designing ways to use them, attending to the conditions of flow, and working through the elements of wellbeing in the PERMA model. It is the natural home of coaching for wellbeing and life satisfaction rather than for performance. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-125","messages":[{"id":"msg-mermaid-mvl4xa89-124","role":"assistant","content":"### Ontological Coaching\nOntological coaching has an unusual pedigree: it descends from the philosophy of language and from Chilean political exile. Fernando Flores, a minister in Allende's government, studied speech-act theory after his release from prison and argued that language does not describe reality but creates it: a promise, a request, a declaration are actions that change the world. Rafael Echeverría and Julio Olalla built from this a coaching approach whose central claim is that each person is an observer, and that what they can see and do is shaped by three interwoven domains: their **language**, their **emotions**, and their **body**. Change the observer and the possibilities change. In practice the coach attends to how a client speaks (assessments stated as facts, requests never made, declarations avoided), to the moods that colour what seems possible, and to the posture and breath that hold those moods in place. The approach is more philosophical than most and has its own vocabulary, which gives it both depth and a reputation for jargon. Its lasting contribution to the wider field is the attention to language as action, which many coaches use without the ontological frame. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-126","messages":[{"id":"msg-mermaid-mvl4xa89-126","role":"assistant","content":"### Narrative Coaching\nNarrative coaching draws on the narrative therapy of Michael White and David Epston, who argued in the 1980s that people live by the stories they tell about themselves, and that a dominant story (\"I am the one who always gives in\") can crowd out the evidence against it. The approach helps a client examine those stories and author new ones. Two techniques carry most of the work. **Externalising** separates the person from the problem: the client is not \"a procrastinator\" but a person who is visited by procrastination, which can then be studied as an opponent rather than an identity. **Re-authoring** develops an alternative, preferred story from the moments that the dominant story left out, the times the client did not give in, and builds a new account of who they are around them. Narrative coaching is particularly suited to transitions, where the old story no longer fits, and to identity work. It shares with solution-focused coaching an interest in exceptions, and with ontological coaching a conviction that language shapes what is possible. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-127","messages":[{"id":"msg-mermaid-mvl4xa89-129","role":"assistant","content":"### Systemic Coaching\nSystemic coaching takes seriously the idea that a client is part of larger systems, a team, an organisation, a family, and that the problem a client brings may not be theirs alone. Where most coaching attends to the individual's thinking and goals, systemic coaching attends to the relationships and patterns around them: who the stakeholders are, what each one needs, how the feedback loops among them maintain the situation. The practical instrument is **stakeholder mapping**, which lays out the people and groups around the client and the influence running between them. The approach was developed largely in organisational coaching by Peter Hawkins and others, and it is the foundation of team coaching, which treats a whole team as the client. Its value is that it stops a client taking personal responsibility for a systemic pattern, and its discipline is to resist the opposite error of blaming the system for everything. A good systemic coach helps a client see both what the system is doing and what the client can do about it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-128","messages":[{"id":"msg-mermaid-mvl4xa89-131","role":"assistant","content":"### Motivational Interviewing\nMotivational interviewing (MI) was developed in the 1980s by William Miller and Stephen Rollnick for the treatment of problem drinking, where confrontation had failed and something else was needed. Its insight was that ambivalence is normal: a person who wants to change also wants not to, and arguing for change simply makes them argue against it. MI instead draws out the person's own reasons for change, their **change talk**, and strengthens it. The method is built on four skills known as **OARS**: open questions, affirmations, reflective listening, and summarising. These are almost identical to the coaching competencies, which is why MI transferred so easily into coaching and why it is especially used in health and wellbeing coaching, where clients are trying to change habits they are attached to. MI also absorbed the stages-of-change model, matching the conversation to the client's readiness. Its evidence base is strong, from its origins in addiction treatment, and it is one of the few coaching approaches whose techniques have been tested in controlled trials. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-129","messages":[{"id":"msg-mermaid-mvl4xa89-134","role":"assistant","content":"A coaching approach drawing on Gestalt therapy: attention to what is happening for the client in the present moment, use of experiment rather than discussion, and work with the body and emotion as they appear in the room. It suits clients who are stuck in analysis and need to feel rather than think their way forward. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-13","messages":[{"id":"msg-mermaid-mvl4xa89-16","role":"assistant","content":"### Trust and Safety\nPeople do not think well while defended. A client who is guarding against judgement, managing the coach's impression of them, or wondering where their words will go, uses most of their attention on the guarding and little on the problem. Trust and safety is the competency of creating a relationship in which the guarding can stop. It is built from small, repeated acts: showing respect for who the client is and the world they come from, acknowledging their efforts and strengths as they appear, being genuine rather than performing a professional role, and keeping every promise made about confidentiality. Research on coaching outcomes consistently finds that the quality of this bond, the working alliance, predicts results better than any technique. The competency draws directly on Carl Rogers, whose three core conditions for a helping relationship, empathy, unconditional positive regard, and congruence, describe exactly the atmosphere a coach is trying to create. Safety is not the same as comfort. A client who feels safe can be challenged hard, and will take the challenge as a gift rather than an attack; the safety is what makes the challenge usable. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-130","messages":[{"id":"msg-mermaid-mvl4xa89-135","role":"assistant","content":"### Neuro-Linguistic Programming\nNeuro-Linguistic Programming (NLP) was created in the 1970s by Richard Bandler and John Grinder, who claimed to have modelled the techniques of successful therapists, including Fritz Perls and Milton Erickson, into a set of methods anyone could learn. Its techniques (anchoring, reframing, representational systems, the meta-model of language) are widely taught in coach training, and NLP certification is a major commercial industry in its own right. Its scientific standing is poor. Controlled studies have repeatedly failed to support its core claims, and research psychologists generally classify it as pseudoscience. The gap between its popularity and its evidence is itself instructive about the coaching profession: NLP flourished in an unregulated market where results are hard to measure and confident presentation sells. Some of its techniques, reframing above all, work for reasons that have nothing to do with NLP's theories, and coaches use them without the framework. NLP belongs in a map of coaching because it is there in the field, in the training brochures and the claims, and because its history is the clearest example of why the profession's evidence debate matters. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-131","messages":[{"id":"msg-mermaid-mvl4xa89-117","role":"assistant","content":"A solution-focused question: \"Suppose that tonight, while you sleep, a miracle happens and this problem is solved. When you wake up, what is the first thing you would notice?\" The detailed description that follows is a picture of the goal, and it often reveals that parts of the miracle are already happening. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-132","messages":[{"id":"msg-mermaid-mvl4xa89-118","role":"assistant","content":"Questions that ask a client to rate a situation on a scale, usually from one to ten, and then explore the scale: \"What makes it a four and not a three?\" \"What would a five look like?\" They convert a vague state into something the client can see moving, one step at a time. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-133","messages":[{"id":"msg-mermaid-mvl4xa89-119","role":"assistant","content":"Occasions when a client's problem did not occur or was less severe. The solution-focused coach asks about them in detail: what was different, what the client did, who else was involved. Exceptions show that the client already knows how to produce the outcome they want, at least sometimes. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-134","messages":[{"id":"msg-mermaid-mvl4xa89-121","role":"assistant","content":"A written tool from cognitive-behavioural practice: a table in which a client records a situation, the automatic thought it triggered, the resulting emotion, and a more balanced alternative thought. Writing it down slows the loop enough to see it, and the alternative thought is the client's own, not the coach's. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-135","messages":[{"id":"msg-mermaid-mvl4xa89-122","role":"assistant","content":"Planned real-world tests a client carries out to check whether a belief holds. A client who believes a request will be refused asks and observes. The experiment is designed in the session, run as fieldwork, and debriefed, and the evidence it produces is more convincing than any argument. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-136","messages":[{"id":"msg-mermaid-mvl4xa89-125","role":"assistant","content":"The three domains of human experience that ontological coaching treats as inseparable: the language a person uses, including the assessments they make and the requests they do or do not voice; the emotions and moods that shape what seems possible; and the body, whose posture and breath hold those moods in place. Shifting any one shifts the others. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-137","messages":[{"id":"msg-mermaid-mvl4xa89-127","role":"assistant","content":"A narrative technique in which a problem is spoken of as separate from the person, so that it can be examined rather than identified with. \"The anxiety\" becomes something that shows up, has habits, and can be studied, instead of a fact about who the client is. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-138","messages":[{"id":"msg-mermaid-mvl4xa89-128","role":"assistant","content":"A narrative technique in which a client develops an alternative, preferred story of their life and identity, built from the experiences the dominant story left out. The new story is not invented but recovered, and once told it changes what the client expects of themselves. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-139","messages":[{"id":"msg-mermaid-mvl4xa89-130","role":"assistant","content":"A tool for identifying the people and groups around a client and how each influences or depends on the client's situation. Drawn on paper, it makes visible the system a client is embedded in, the allies and resistors, the people who need to be consulted, and the relationships that maintain a problem. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-14","messages":[{"id":"msg-mermaid-mvl4xa89-21","role":"assistant","content":"### Presence\nPresence is the quality of attention a coach brings to the room, and it is the competency that clients remember. A present coach is fully there: not planning the next question, not rehearsing an insight, not checking the clock, but attending to this client in this moment with the whole of their awareness. The effect on the client is unusual, because most people are rarely attended to in this way, and it is itself part of what makes coaching work. Presence has several visible components. One is **silence**: the willingness to let a pause run, to let the client sit with a question, instead of relieving the tension by speaking. One is **partnering**: following the client's direction, offering choices about where to go next, and dancing with whatever the client brings rather than steering it. One is comfort with not knowing: being able to stay in a conversation that has no obvious shape or answer yet, without reaching for a tool to make it tidy. And one is responsiveness to emotion, the ability to stay steady when a client is upset, angry, or stuck, so that the client does not have to look after the coach. Practices such as mindfulness are often used to train presence, and a coach's own state before a session, their calm or their rush, shows up in the room whether they intend it or not. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-140","messages":[{"id":"msg-mermaid-mvl4xa89-132","role":"assistant","content":"The four core skills of motivational interviewing: Open questions, Affirmations, Reflective listening, and Summarising. They are the method's way of being on the client's side rather than arguing with them, and they map almost exactly onto the coaching competencies of questioning, acknowledgement, and active listening. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-141","messages":[{"id":"msg-mermaid-mvl4xa89-133","role":"assistant","content":"A client's own statements in favour of change: their desire, ability, reasons, and need to change, and their commitment to it. Motivational interviewing listens for change talk, reflects it back, and asks for more, on the principle that people are persuaded by their own arguments. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-142","messages":[{"id":"msg-mermaid-mvl4xa89-137","role":"assistant","content":"### Executive Coaching\nExecutive coaching is the niche that made coaching a business. From the late 1980s, organisations began hiring coaches for senior leaders, first as remedial help for talented people with rough edges and later as a standard part of leadership development. The engagement is almost always sponsored: the organisation pays, which creates the triangular contract and the questions about confidentiality and reporting that executive coaches spend much of their contracting on. Discovery typically includes 360-degree feedback, because a leader's problem is often the gap between how they see themselves and how others experience them. The goals are about effectiveness in role: influence, decision-making, presence, the transition to a larger job. Marshall Goldsmith's stakeholder-centred approach, in which the leader's colleagues are enlisted as participants in the change, is the best-known method. Executive coaching is also the niche with the most research, because organisations want to know what they are buying, and the strongest return-on-investment claims, which researchers treat with caution. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-143","messages":[{"id":"msg-mermaid-mvl4xa89-138","role":"assistant","content":"Coaching focused on developing a person's capacity to lead others, at any level of an organisation. It overlaps with executive coaching but is defined by the goal rather than the seniority. Adult development theory shapes much of it: leadership problems are often developmental rather than skill gaps, and coaching works on how the leader makes meaning as well as what they do. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-144","messages":[{"id":"msg-mermaid-mvl4xa89-139","role":"assistant","content":"### Team Coaching\nTeam coaching treats an intact team as a single client, and it is a different discipline from coaching the individuals in it. The coach works with the team as it operates, in its meetings and its decisions, on how it works together: its purpose, its dynamics, its relationships with stakeholders, and its ability to learn. Peter Hawkins's systemic team coaching and David Clutterbuck's work established the field, and the professional bodies now offer team-coaching credentials in recognition that it needs its own competencies. Two things make it hard. **Team contracting** must be done with the whole team and with the team's leader at once, and the confidentiality of individual members inside a group is a problem that one-to-one coaching never faces. And **team dynamics**, the patterns of interaction and role that shape how a team behaves, are systemic: they belong to the team, not to any member, and changing them means working with the whole pattern. Systems theory is the intellectual foundation, and the team coach's skill is to help the team see itself as a system and decide what to do about what it sees. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-145","messages":[{"id":"msg-mermaid-mvl4xa89-142","role":"assistant","content":"Coaching of individuals on personal goals: relationships, purpose, balance, life transitions. The niche was created by Thomas Leonard in the early 1990s and is the one most people picture when they hear \"coach\". It is paid for by the client, which simplifies contracting, and it is the niche where the boundary with therapy needs the most care. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-146","messages":[{"id":"msg-mermaid-mvl4xa89-143","role":"assistant","content":"Coaching on choosing, changing, or advancing in a career. It draws on values clarification, on strengths work, and on the practical knowledge of labour markets, and it often sits alongside outplacement services when organisations help departing staff. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-147","messages":[{"id":"msg-mermaid-mvl4xa89-144","role":"assistant","content":"Coaching that supports clients in making and sustaining changes to health habits: diet, exercise, sleep, smoking, the management of a chronic condition. It borrows heavily from motivational interviewing and the stages-of-change model, and it operates near the boundary with medicine, so scope and referral matter especially. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-148","messages":[{"id":"msg-mermaid-mvl4xa89-145","role":"assistant","content":"Coaching of business owners and entrepreneurs on growing and running their business. It sits close to consulting and mentoring, and business coaches often blend all three, which makes the question of what is and is not coaching sharper here than in other niches. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-149","messages":[{"id":"msg-mermaid-mvl4xa89-146","role":"assistant","content":"Coaching delivered by a coach employed by the same organisation as the client. Internal coaches know the context and cost less, but the dual relationship (the coach is also a colleague inside the hierarchy) complicates confidentiality and trust, and internal coaching programmes spend much effort on managing it. It is also the route by which coaching skills spread to managers. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-15","messages":[{"id":"msg-mermaid-mvl4xa89-26","role":"assistant","content":"### Active Listening\nMost listening is waiting to speak. Active listening is something else: attention of a quality that lets the coach hear not only the words but what the words are doing. There are several layers. The first is the content, what the client says happened and what they want. The second is the person: the values, beliefs, fears, and hopes that lie beneath the account and explain why this situation matters to this client. The third is the whole situation, including what is not said, the topic the client keeps approaching and then leaving, the shift in voice or posture when something true is touched. A coach listens across all three and feeds back what they hear, which is the part most people miss. Reflecting back, summarising, mirroring the client's own words, these let the client hear their thinking from outside and often produce the first real insight of a session. Listening also includes noticing: changes in energy, repeated phrases, contradictions between what is said now and what was said earlier. The coach names these lightly and lets the client decide what they mean. The discipline is to listen without interpreting, because an interpretation is the coach's story about the client and the point of coaching is the client's story about themselves. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-150","messages":[{"id":"msg-mermaid-mvl4xa89-147","role":"assistant","content":"Coaching delivered to several unrelated individuals at once who share a theme (new managers, career changers) but each pursue their own goals. Unlike team coaching the participants are not a working unit. The group adds peer learning and lowers cost, and it demands facilitation skill alongside coaching skill. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-151","messages":[{"id":"msg-mermaid-mvl4xa89-140","role":"assistant","content":"The agreement made with a whole team, and with its leader, about the purpose, boundaries, and confidentiality of the team coaching work. It is harder than individual contracting because the client is plural: what members say in the room, and what the leader is told, must be settled before anyone will speak freely. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-152","messages":[{"id":"msg-mermaid-mvl4xa89-141","role":"assistant","content":"The patterns of interaction, roles, and relationships that shape how a team behaves. Who speaks, who defers, which conflicts are avoided, how decisions actually get made. Dynamics belong to the team as a system rather than to any member, and team coaching works on the pattern rather than the people. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-153","messages":[{"id":"msg-mermaid-mvl4xa89-149","role":"assistant","content":"### Professional Bodies\nThree membership organisations set the standards of the coaching profession, and their relationships define its politics. The International Coaching Federation (ICF), founded in the United States in 1995 and now operating worldwide, is the largest; its competency model and its ACC, PCC, and MCC credentials are the closest thing coaching has to a global standard. The European Mentoring and Coaching Council (EMCC), with roots in a 1992 European mentoring body, accredits practitioners and training programmes across Europe and is distinctive in treating coaching, mentoring, and supervision as one field. The Association for Coaching (AC), founded in Britain in 2002, offers its own accreditation and, together with the EMCC, authored the Global Code of Ethics, which several bodies have since signed. The three compete for members and training providers and cooperate on ethics and on the question of regulation; they jointly maintain, for instance, a shared statement against regulation by law. For a practitioner, the choice of body is partly geography (the ICF in the Americas and Asia, the EMCC in continental Europe, both in Britain) and partly philosophy (the ICF's competency-based assessment, the EMCC's broader practitioner model). Their frameworks differ in wording more than in substance. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-154","messages":[{"id":"msg-mermaid-mvl4xa89-153","role":"assistant","content":"### Credentialing\nBecause no law licenses coaches, the profession built its own licence, and credentialing is the process. The shape is similar across the bodies. A candidate completes **coach training** with an accredited provider, measured in hours. They accumulate **coaching experience hours** with real clients, logged and partly paid. They receive **mentor coaching**, a set number of hours of coaching on their coaching from a credentialed mentor. They submit recorded sessions for **performance evaluation** against the competency framework. They pass a **credentialing exam**, which since 2022 at the largest body is a situational-judgement test of ethical and practical reasoning. And once credentialed, they complete **continuing education** to renew. The credentials come in **levels**, typically three or four, from an associate grade requiring a few dozen training hours and a hundred-odd coaching hours to a master grade requiring thousands of coaching hours and assessment at a mastery standard. The system is demanding, and that is the point: a credential is a signal in a market where anyone may call themselves a coach. Its limits are also clear. It certifies that a coach can perform the competencies under observation, not that coaching helped anyone, and it binds only those who choose to be bound. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-155","messages":[{"id":"msg-mermaid-mvl4xa89-164","role":"assistant","content":"### Code of Ethics\nEvery professional body publishes a code of ethics, and the codes converge on the same ground. A coach must maintain **confidentiality** and state its limits. A coach must keep **professional boundaries** and avoid **dual relationships**, the situations in which the coach is also the client's friend, manager, or supplier. A coach must disclose conflicts of interest, represent their qualifications honestly, stay within their scope, refer when a client needs another professional, and protect client data. In sponsored coaching the code governs what a sponsor may be told. The codes are enforced by complaints processes that can remove a credential, which is the only sanction a voluntary profession has. Two codes matter most: the ICF Code of Ethics and the Global Code of Ethics authored by the EMCC and the Association for Coaching, which several other bodies have signed. The code is the floor of ethical practice and the competency of ethical practice is the coach's own integrity above it. For a learner, the code is also the best short description of where coaching's dangers lie, because each clause records a way that coaching has gone wrong. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-156","messages":[{"id":"msg-mermaid-mvl4xa89-168","role":"assistant","content":"### Supervision\nCoaching adopted supervision from psychotherapy and social work, where it has long been the main mechanism for keeping practitioners competent and well. A coach in supervision meets regularly with a trained supervisor to discuss their practice: difficult clients, ethical dilemmas, their own reactions, the patterns they notice in their work. Peter Hawkins's model describes three functions. The **normative** function attends to standards, ethics, and quality. The **formative** function attends to the coach's learning and development. The **restorative** function attends to the coach's wellbeing, because the work is draining and a depleted coach coaches badly. Supervision differs from mentor coaching, which is a credentialing requirement focused on competencies; supervision is broader and continues throughout a career. The professional bodies increasingly require or strongly recommend it, and the EMCC in particular treats supervision as a profession in its own right with its own accreditation. Supervision is where the reflective practice that the competencies demand gets structural support, and it is the profession's main answer to the question of how coaches stay safe to practise. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-157","messages":[{"id":"msg-mermaid-mvl4xa89-172","role":"assistant","content":"### Business of Coaching\nMost coaches are self-employed, and the craft does not pay unless it is also a business. The business of coaching begins with **niche positioning**: choosing a client group or problem specific enough that a coach can be found and recommended, since \"I coach anyone on anything\" is a sentence no buyer acts on. It continues with **pricing**, which ranges across two orders of magnitude from life coaching paid by individuals to executive coaching paid by corporations, and which is set by session, by engagement, or by retainer. **Marketing** for coaches is mostly reputation and referral, supplemented by writing, speaking, and online presence, and the credential is a marketing asset in a market where anyone may use the title. The newest element is the **coaching platform**: online companies that recruit coaches, match them with corporate clients, and host the coaching, often at volume and at lower rates than independent practice. Platforms have made coaching available to employees far below executive level and have changed the economics for coaches, who gain clients and lose autonomy. The business questions are not separate from the professional ones; a coach's pricing and positioning shape who they coach and on what, and the profession's ethics codes include honesty in marketing for a reason. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-158","messages":[{"id":"msg-mermaid-mvl4xa89-177","role":"assistant","content":"### Adjacent Professions\nCoaching is most clearly defined by what it is not, and the professional bodies spend considerable effort drawing the lines. **Mentoring** is the closest neighbour: a mentor shares experience and advice from the same field, which a coach, by definition, does not. **Psychotherapy** treats psychological distress and disorder; coaching works with well people on goals, and the boundary is the one with the highest stakes, since a coach who treats depression is practising medicine without a licence. **Consulting** diagnoses problems and prescribes solutions; coaching leaves both to the client. **Training** delivers a curriculum; coaching has none. **Facilitation** guides a group's process without directing its content, which is close to what a coach does for an individual, and group and team coaching borrow facilitation skills freely. In practice the lines blur. Executive coaches advise, business coaches consult, and many coaches move between modes within a single conversation. The point of drawing the lines is not to forbid the crossing but to make it conscious: a coach who knows they have shifted into mentoring can say so, and a client who knows the difference can ask for what they want. The boundary with therapy is the exception; it is the one line the profession treats as not to be crossed, and the referral competency exists for it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-159","messages":[{"id":"msg-mermaid-mvl4xa89-183","role":"assistant","content":"### Emerging Practice\nCoaching's second generation is being reshaped by three developments. The first is **AI coaching**: conversational systems that deliver or support coaching, from chatbots that walk a user through a GROW conversation to assistants that help human coaches prepare and reflect. The professional bodies are drafting standards for it, and early research suggests that for structured goal-focused work the results are not trivial; what AI cannot yet supply is the working alliance that research identifies as coaching's active ingredient. The second is the **manager as coach**: the spread of coaching skills into everyday leadership, so that managers ask rather than tell, and the organisational \"coaching culture\" that results. This is where coaching has the widest reach and the least quality control. The third is **coaching at scale**: the delivery of coaching to large numbers of employees through platforms and standardised programmes, which has democratised a service once reserved for executives and has raised questions about what happens to a craft when it becomes a product. All three press on the same point, which is the value of the credentialed human coach. The profession's answer so far is to emphasise what cannot be scaled or automated, presence, trust, and judgement, and to let the rest go. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-16","messages":[{"id":"msg-mermaid-mvl4xa89-31","role":"assistant","content":"### Evoking Awareness\nInsight is the currency of coaching, and this competency is how it is produced. A client comes with a situation they already understand in one way, and the way they understand it is usually part of the problem. Evoking awareness is the set of moves by which a coach helps the client see the same situation differently: not by telling them what to see, but by asking, offering, and challenging until a new view becomes available. The central tool is the **question**, and coaching questions have a particular character: open rather than closed, short rather than elaborate, aimed at the client's thinking rather than at the facts, and free of advice disguised as inquiry. Around the question sit other instruments. **Reframing** offers a different interpretation of an event. **Direct communication** says plainly what the coach notices, including when the client is avoiding something. **Sharing observations** puts the coach's perception into the room, held lightly. **Metaphor** gives a client language for what they cannot yet say. And working with **limiting beliefs**, the assumptions a client holds about what is possible, goes to the roots of why the situation looks the way it does. The theories behind these moves come from cognitive psychology, from adult learning, and from the humanistic insight that people change when they see, not when they are told. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-160","messages":[{"id":"msg-mermaid-mvl4xa89-150","role":"assistant","content":"The International Coaching Federation, founded in 1995, the largest professional body for coaches with members in most countries. It publishes the most widely used competency model, accredits training programmes, and awards three credentials (Associate, Professional, and Master Certified Coach) through a process of training hours, coaching hours, mentor coaching, performance evaluation, and examination. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-161","messages":[{"id":"msg-mermaid-mvl4xa89-151","role":"assistant","content":"The European Mentoring and Coaching Council, with roots in a European mentoring centre founded in 1992, a professional body for coaches, mentors, and supervisors. It accredits individuals at four levels and training programmes across Europe, and it co-authored the Global Code of Ethics with the Association for Coaching. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-162","messages":[{"id":"msg-mermaid-mvl4xa89-152","role":"assistant","content":"A professional body for coaches founded in Britain in 2002, offering individual accreditation at several levels and accreditation of training. With the European Mentoring and Coaching Council it authored the Global Code of Ethics for coaches and mentors, which other bodies have since adopted. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-163","messages":[{"id":"msg-mermaid-mvl4xa89-154","role":"assistant","content":"Formal coach education delivered by a provider accredited by a professional body, counted in hours toward a credential. Programmes range from a few days to a year, and accreditation checks that they teach the competency framework and include observed practice. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-164","messages":[{"id":"msg-mermaid-mvl4xa89-155","role":"assistant","content":"The logged hours of actual coaching a candidate must accumulate, with minimums for paid hours and for the number of distinct clients. The requirement rises steeply with credential level, from roughly a hundred hours at associate level to thousands at master level. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-165","messages":[{"id":"msg-mermaid-mvl4xa89-156","role":"assistant","content":"Coaching of a coach by a more experienced credentialed coach, focused on the coach's own competencies: the mentor observes recorded sessions and gives feedback against the framework. A set number of hours is required for a credential. It is distinct from supervision, which is broader and continues throughout a career. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-166","messages":[{"id":"msg-mermaid-mvl4xa89-157","role":"assistant","content":"The assessment of a recorded coaching session against the competency framework, scored on behavioural markers by trained assessors. It is the part of credentialing that tests whether the coach can actually do it, and the part candidates find hardest. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-167","messages":[{"id":"msg-mermaid-mvl4xa89-158","role":"assistant","content":"A written examination of a candidate's judgement in coaching situations and knowledge of ethics, required for a credential. The largest body's exam, introduced in 2022, presents scenarios and asks for the best and worst responses, testing reasoning rather than recall. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-168","messages":[{"id":"msg-mermaid-mvl4xa89-159","role":"assistant","content":"The ongoing learning a credentialed coach must complete to renew, measured in units over a renewal period and including a required portion on ethics. It keeps the credential a living standard rather than a one-time pass. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-169","messages":[{"id":"msg-mermaid-mvl4xa89-160","role":"assistant","content":"The graded tiers of credential, usually three or four, each with higher requirements for training, experience, and demonstrated skill. The names differ by body (associate, professional, master; foundation, practitioner, senior practitioner, master) but the ladder is the same. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-17","messages":[{"id":"msg-mermaid-mvl4xa89-38","role":"assistant","content":"### Facilitating Growth\nA conversation that produces insight and nothing else is a pleasant conversation. Coaching is judged on what happens afterwards, and this competency is the bridge between the two. It begins in the session, at the moment a client sees something new, with a question that most people never ask themselves: what do you want to do with this? From that question the coach helps the client design **actions**, specific and chosen by the client, and agree how they will hold themselves to them. The coach does not set the tasks; a coach who assigns homework has become a teacher. The principle throughout is **client autonomy**: the client owns the goal, the plan, and the result, and the coach's job is to protect that ownership, including from the coach's own enthusiasm. Over an engagement the competency extends to noticing and naming **progress**, which builds the client's sense of their own capability, and to closing each session and eventually the whole relationship in a way that consolidates what was learned. The theory behind this competency comes from motivation research: Self-Determination Theory on why autonomous goals are pursued and imposed ones abandoned; Albert Bandura on self-efficacy and how success breeds the belief that makes further success possible; and the experiential learning tradition, which holds that insight becomes learning only when it is acted on and then reflected upon. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-170","messages":[{"id":"msg-mermaid-mvl4xa89-161","role":"assistant","content":"The entry-level credential, awarded after basic training and a modest number of logged coaching hours. It signals that a coach has been trained and assessed, and it is where most practising coaches sit. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-171","messages":[{"id":"msg-mermaid-mvl4xa89-162","role":"assistant","content":"The mid-level credential, awarded after substantial training, several hundred coaching hours, and performance evaluation at a professional standard. It is the level most organisations ask for when hiring executive coaches, and the one most experienced coaches hold. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-172","messages":[{"id":"msg-mermaid-mvl4xa89-163","role":"assistant","content":"The highest credential, awarded after extensive training, thousands of coaching hours, and assessment at a mastery standard. Few coaches hold it, and it is as much a mark of commitment to the profession as of skill. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-173","messages":[{"id":"msg-mermaid-mvl4xa89-165","role":"assistant","content":"The limits a coach maintains on the nature and extent of their relationship with a client, so that the relationship stays professional: no romantic or sexual involvement, no financial entanglement, no exploitation of the client's trust. Boundaries protect the client and the coach alike. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-174","messages":[{"id":"msg-mermaid-mvl4xa89-166","role":"assistant","content":"The obligations a coach has to store, use, and dispose of client information securely and lawfully. Session notes, recordings for credentialing, and messages all contain confidential material, and data-protection law (such as the GDPR in Europe) applies to coaches as it does to any professional. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-175","messages":[{"id":"msg-mermaid-mvl4xa89-167","role":"assistant","content":"Situations in which a coach also has another role with the client: friend, manager, supplier, family member. Dual relationships compromise coaching because the other role brings interests and power into the room. Codes require them to be avoided or, where unavoidable, disclosed and managed. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-176","messages":[{"id":"msg-mermaid-mvl4xa89-169","role":"assistant","content":"The function of supervision concerned with standards, ethics, and the quality of the coach's work. The supervisor checks that practice is sound and raises concerns where it is not. It is the quality-assurance role, and the one that most resembles the supervision found in clinical professions. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-177","messages":[{"id":"msg-mermaid-mvl4xa89-170","role":"assistant","content":"The function of supervision concerned with the coach's learning: developing skills, understanding clients more deeply, and reflecting on what works. It is the educational role, and it continues the development that formal training started. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-178","messages":[{"id":"msg-mermaid-mvl4xa89-171","role":"assistant","content":"The function of supervision concerned with the coach's emotional wellbeing and resilience. Coaching absorbs other people's difficulties, and the restorative function gives the coach a place to put them down. Without it, coaches burn out or begin, without noticing, to coach for their own needs. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-179","messages":[{"id":"msg-mermaid-mvl4xa89-173","role":"assistant","content":"The choice of a specific client group or problem on which a coach focuses in order to be identifiable in the market. A coach for newly promoted managers, or for doctors in transition, is findable; a coach for everyone is not. Positioning is both a marketing decision and a decision about what expertise to build. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-18","messages":[{"id":"msg-mermaid-mvl4xa89-3","role":"assistant","content":"The ethical obligation to keep what a client says private. It is the precondition of honest conversation: a client who suspects their words may reach a manager or a partner will say only what is safe to say. The limits of confidentiality, such as a risk of serious harm or a legal duty to disclose, are stated at the start of an engagement rather than discovered during it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-180","messages":[{"id":"msg-mermaid-mvl4xa89-174","role":"assistant","content":"The setting of fees, whether per session, per engagement, or by retainer. Rates vary enormously by niche and market, and in sponsored coaching the price is negotiated with the organisation rather than the client. Pricing is where many new coaches undervalue the work. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-181","messages":[{"id":"msg-mermaid-mvl4xa89-175","role":"assistant","content":"The activities by which a coach makes their services known and attracts clients: referrals, writing, speaking, professional networks, and online presence. Credentials and niche positioning are marketing assets, and ethics codes require that marketing claims be honest. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-182","messages":[{"id":"msg-mermaid-mvl4xa89-176","role":"assistant","content":"Online companies that recruit coaches, match them with clients (mostly corporate employees), and host the coaching on their own systems, often at volume. Platforms have extended coaching far beyond the executive suite and changed the economics of the profession, offering coaches a flow of clients at lower rates and less independence. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-183","messages":[{"id":"msg-mermaid-mvl4xa89-178","role":"assistant","content":"A relationship in which a more experienced person shares their knowledge, experience, and advice with a less experienced one, usually in the same field. Mentoring is coaching's closest neighbour, and the two are often confused because both involve one-to-one developmental conversations. The difference is content: a mentor brings expertise, a coach brings process. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-184","messages":[{"id":"msg-mermaid-mvl4xa89-179","role":"assistant","content":"The treatment of psychological distress and disorder by trained and usually licensed clinicians using talking methods. Coaching shares many of its ancestors (Rogers, cognitive-behavioural therapy, brief therapy) and many of its techniques, but works with well people on goals rather than with unwell people on symptoms. The boundary is coaching's most important ethical line. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-185","messages":[{"id":"msg-mermaid-mvl4xa89-180","role":"assistant","content":"A professional service in which an expert analyses a client's problem and recommends or implements solutions. Consultants bring answers; coaches bring questions. Business and executive coaches often work near the boundary, and the honest ones name which mode they are in. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-186","messages":[{"id":"msg-mermaid-mvl4xa89-181","role":"assistant","content":"The structured teaching of a defined body of knowledge or skill to learners, with a curriculum and usually with assessment. Coaching has no curriculum and teaches nothing; it works on what the client already knows and wants. Coach training itself is, of course, training. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-187","messages":[{"id":"msg-mermaid-mvl4xa89-182","role":"assistant","content":"The practice of guiding a group through a process or meeting without directing its content. Facilitation is to a group what coaching is to an individual, and group and team coaching draw on it directly; the facilitator's neutrality about content is the same stance as the coach's. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-188","messages":[{"id":"msg-mermaid-mvl4xa89-184","role":"assistant","content":"The use of artificial intelligence systems to deliver or support coaching conversations, from chatbot coaches that run structured goal conversations to tools that help human coaches prepare, take notes, and reflect. Professional bodies are developing standards for it; the open question is whether a system can supply the working alliance on which coaching outcomes depend. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-189","messages":[{"id":"msg-mermaid-mvl4xa89-185","role":"assistant","content":"The practice of line managers using coaching skills, asking, listening, and drawing out, in their everyday leadership instead of directing. It is how coaching reaches most people who will ever be coached, and it is complicated by the fact that a manager is never a neutral party. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-19","messages":[{"id":"msg-mermaid-mvl4xa89-4","role":"assistant","content":"A situation in which a coach's own interests could bend their judgement: a financial stake in the client's decision, a loyalty to the sponsoring organisation, a personal relationship with someone in the client's story. Coaching ethics require conflicts to be disclosed and, where they cannot be resolved, the engagement to be declined or ended. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-190","messages":[{"id":"msg-mermaid-mvl4xa89-186","role":"assistant","content":"The delivery of coaching to large numbers of employees through platforms and standardised programmes, rather than to a few executives through bespoke engagements. It has made coaching ordinary, which is a success, and has raised the question of what is lost when a craft becomes a product. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-191","messages":[{"id":"msg-mermaid-mvl4xa89-188","role":"assistant","content":"### Coaching Psychology\nCoaching psychology is the academic field that applies psychological theory and research to coaching, and it is the closest coaching has to a scientific home. It was founded almost simultaneously in two places. In 2000 Anthony Grant established the Coaching Psychology Unit at the University of Sydney, the first university unit devoted to the subject. In Britain Stephen Palmer founded a similar centre at City University and, in 2004, the Special Group in Coaching Psychology within the British Psychological Society, which gave the field professional standing. The field's claim is simple: coaching is applied psychology and should be studied and practised as such, with the same regard for evidence. From it came the first journals, the first meta-analyses, and the movement for **evidence-based coaching**, which asks practitioners to combine the best available research with their own expertise and the client's preferences, on the model of evidence-based medicine. Coaching psychology sits in some tension with the wider profession, most of whose practitioners are not psychologists, and the question of whether coaching is a branch of psychology or a profession in its own right is one the field has not resolved. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-192","messages":[{"id":"msg-mermaid-mvl4xa89-190","role":"assistant","content":"### Outcome Research\nDoes coaching produce measurable benefits? Outcome research is the branch of coaching research that asks, and its instruments are the **meta-analysis**, which combines many studies to estimate an overall effect; the **outcome measure**, the instrument by which a benefit is counted; and the troubled calculation of **return on investment**. The first large meta-analyses, around 2014, found moderate positive effects of workplace coaching on performance, skills, wellbeing, coping, attitudes, and goal-directed self-regulation. Later analyses have broadly confirmed this while narrowing the claims: the effects are real, moderate, and similar to other development interventions, and the evidence base remains small and uneven. Measurement is the central difficulty. Coaching goals are individual, so a measure that fits one client's engagement does not fit another's; goal attainment scaling, in which each client's own goals are rated, is one response. Self-report dominates, and self-report after an engagement a client paid for is not neutral. Return-on-investment figures of several hundred per cent circulate in industry literature and are not supported by research methods that would survive review. Outcome research is also where the profession's evidence gap is most visible: a practice this widespread deserves a far larger body of trials than it has. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-193","messages":[{"id":"msg-mermaid-mvl4xa89-194","role":"assistant","content":"### Mechanisms of Change\nIf coaching works, what makes it work? Mechanisms research looks inside the engagement for the elements that produce change, and its findings have been humbling for the schools. The strongest and most replicated is the **working alliance**: the quality of the bond between coach and client, and their agreement on goals and tasks, predicts outcomes better than any technique or approach. This repeats what psychotherapy research established in the 1990s, that common factors across approaches account for more of the effect than the specific ingredients of any one. **Client readiness**, the client's willingness and ability to engage in change at the outset, matters; the stages-of-change model predicts it. The **coach-client match**, in style, background, and expectation, matters, which supports the practice of chemistry sessions. What the research has not found is much difference between approaches, which suggests that the solution-focused, cognitive-behavioural, and other schools may be delivering the same active ingredient in different packaging. The practical implication is clear and widely accepted: a coach should invest in the relationship and the client's readiness before investing in technique. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-194","messages":[{"id":"msg-mermaid-mvl4xa89-198","role":"assistant","content":"### Research Methods\nHow should something as individual as a coaching engagement be studied? The field uses three main designs and argues about their fit. The **randomised controlled trial**, in which participants are assigned by chance to receive coaching or not, is the gold standard for causal claims and the design that meta-analyses prefer; coaching has relatively few of them, because they are expensive and because organisations are reluctant to withhold coaching from a control group. **Qualitative studies**, using interviews and observation to understand the experience and meaning of coaching, are more common and better suited to questions about how coaching works, at the cost of generalisation. **Single-case designs**, which follow one client over time with repeated measurements, fit coaching's individuality well and are gaining ground as a middle path. The methodological debate mirrors one in psychotherapy research and in medicine: whether the trial, built for drugs, is the right instrument for a relationship. The pragmatic answer the field has reached is that all three are needed, trials to establish that coaching works, qualitative and single-case studies to understand why. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-195","messages":[{"id":"msg-mermaid-mvl4xa89-202","role":"assistant","content":"Peer-reviewed academic periodicals devoted to coaching research. They are few, young, and modest in impact by the standards of psychology, but they are where the field's evidence accumulates and where the debates about method and evidence are conducted. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-196","messages":[{"id":"msg-mermaid-mvl4xa89-206","role":"assistant","content":"### Debates\nA profession's arguments reveal what it is worried about, and coaching has three. The **evidence gap** is the distance between what the industry claims and what research supports. Coaching is sold with confidence, often with return-on-investment figures, and the research behind the confidence is modest; practitioners who know the evidence and practitioners who sell beyond it coexist uneasily. The **regulation debate** asks whether a practice that anyone may perform should be regulated by law, as psychotherapy is in many countries, or left to voluntary credentials. The professional bodies jointly oppose statutory regulation, arguing that self-regulation works and that law would freeze a developing field; critics reply that voluntary standards bind only the willing and that the public cannot tell a credentialed coach from a confident one. **Pseudoscience concerns** are the sharpest argument: the coaching market contains techniques, Neuro-Linguistic Programming the best known, that research has examined and rejected, and training providers continue to sell them. The three debates are one debate. Each asks whether coaching will become a discipline, accountable to evidence and to standards, or remain a market, accountable to its customers. The profession's institutions were built to push it toward the first, and the next decade will show whether they can. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-197","messages":[{"id":"msg-mermaid-mvl4xa89-189","role":"assistant","content":"Coaching practice informed by the best available research evidence, combined with the coach's expertise and the client's preferences, on the model of evidence-based medicine. It is a movement rather than a method: a commitment to prefer what has been shown to work over what is merely taught, and to say so honestly when the evidence is thin. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-198","messages":[{"id":"msg-mermaid-mvl4xa89-191","role":"assistant","content":"Statistical studies that combine the results of many separate coaching studies to estimate an overall effect. The first large ones, published around 2014, found moderate positive effects of workplace coaching on performance, wellbeing, and goal attainment, and established that coaching has measurable benefits. Later meta-analyses have refined rather than overturned the finding. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-199","messages":[{"id":"msg-mermaid-mvl4xa89-192","role":"assistant","content":"Instruments and criteria used to assess coaching results: goal attainment scaling, wellbeing scales, performance ratings, repeated 360-degree feedback, and self-efficacy measures. Because coaching goals are individual, no single measure fits all engagements, which is a central methodological problem of the field. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-2","messages":[{"id":"msg-mermaid-mvl4xa89-1","role":"assistant","content":"### Core Competencies\nEvery profession eventually writes down what its practitioners must be able to do. Medicine has its clinical skills, law its advocacy and drafting, and coaching, after roughly two decades of practice without a shared vocabulary, has its **core competencies**: the observable capabilities that distinguish a coaching conversation from a friendly chat, a counselling session, or a pep talk. The three main professional bodies each publish a framework, and the frameworks differ in wording and grouping, but they describe the same craft. Underneath the differences there is a single picture of what a competent coach does.\n\nThe competencies fall into a natural order. Two of them are about the coach as a person before any client arrives: **ethical practice**, the integrity and boundaries that make the work safe, and the **coaching mindset**, the stance of curiosity, humility, and belief in the client that everything else depends on. Two are about building the relationship: the **coaching agreement**, which establishes what coach and client are doing together, and **trust and safety**, which creates the conditions in which a client will say what they actually think. Two are about the moment-to-moment conduct of a conversation: **presence**, the coach's full and flexible attention, and **active listening**, which is listening of a quality that most people have never experienced. The last two are about producing change: **evoking awareness**, the questions and observations that help a client see differently, and **facilitating growth**, the move from new seeing to new doing.\n\nWhat is striking about the list is what it leaves out. There is no competency for giving advice, for knowing the client's industry, for diagnosing problems, or for motivating people. The frameworks are almost aggressively silent on content. This is deliberate and it is the heart of the matter: coaching defines itself as expertise in the process of someone else's thinking, and the competencies describe that process expertise and nothing else. A coach who adds expert content is doing something else, perhaps something valuable, but not coaching.\n\nThe frameworks are also assessment instruments. When a coach applies for a credential, a recorded session is scored against behavioural markers derived from these competencies: did the coach ask questions that served the client's thinking rather than the coach's curiosity, did the coach let the client set the direction, did the coach reflect back rather than interpret. This gives the competencies a double life. They are a description of good practice, and they are the examination syllabus. A learner can read them either way. Read as description, they say what a coach is; read as syllabus, they say what a coach must demonstrate, under observation, to be allowed to call themselves one. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-20","messages":[{"id":"msg-mermaid-mvl4xa89-5","role":"assistant","content":"The boundary of what coaching may address. A coach helps a client think about their own situation; a coach does not treat mental illness, give legal or financial advice, or act as an expert in the client's field. Knowing where the boundary lies, and noticing when a conversation has crossed it, is a core ethical skill. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-200","messages":[{"id":"msg-mermaid-mvl4xa89-193","role":"assistant","content":"The attempt to express the financial benefit of coaching relative to its cost. Figures of several hundred per cent are quoted in industry literature, usually from surveys asking clients to estimate the value they received, and researchers regard them as unreliable. Credible return-on-investment measurement in coaching remains an unsolved problem. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-201","messages":[{"id":"msg-mermaid-mvl4xa89-195","role":"assistant","content":"The bond, agreement on goals, and agreement on tasks between coach and client, a concept borrowed from psychotherapy research where it was defined by Edward Bordin. In coaching it is the strongest and most replicated predictor of outcomes: engagements with a strong alliance succeed, regardless of the approach used. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-202","messages":[{"id":"msg-mermaid-mvl4xa89-196","role":"assistant","content":"The degree to which a client is willing and able to engage in change at the start of coaching. The stages-of-change model predicts it, and research finds that clients who arrive ready get more from coaching than clients sent by a manager or still contemplating whether they want to change at all. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-203","messages":[{"id":"msg-mermaid-mvl4xa89-197","role":"assistant","content":"The compatibility of coach and client in style, background, and expectations, and its effect on outcomes. Research finds that fit matters, though less than the alliance that develops once work begins, which is why chemistry sessions are widely used and why organisations often offer clients a choice of coaches. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-204","messages":[{"id":"msg-mermaid-mvl4xa89-199","role":"assistant","content":"A study in which participants are randomly assigned to receive coaching or not, so that differences in outcome can be attributed to the coaching rather than to who chose it. Trials are the strongest design for causal claims and the raw material of meta-analyses; coaching has few, because they are costly and organisations dislike control groups. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-205","messages":[{"id":"msg-mermaid-mvl4xa89-200","role":"assistant","content":"Research that explores coaching through interviews, observation, and analysis of text, to understand experience, meaning, and process rather than to measure effect. Most coaching research is qualitative, and it is the main source of what is known about how coaching feels and works from inside. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-206","messages":[{"id":"msg-mermaid-mvl4xa89-201","role":"assistant","content":"A study that follows one client in detail over time with repeated measurements before, during, and after coaching. The design suits coaching's individuality, since each engagement has its own goals, and it offers causal evidence without a control group when measurements are frequent enough. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-207","messages":[{"id":"msg-mermaid-mvl4xa89-203","role":"assistant","content":"A peer-reviewed journal published since 2006 by the Special Group in Coaching Psychology of the British Psychological Society, in partnership with the Australian Psychological Society's interest group. It publishes research and theory on the psychology of coaching. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-208","messages":[{"id":"msg-mermaid-mvl4xa89-204","role":"assistant","content":"A peer-reviewed journal, published by Routledge since 2008, covering coaching theory, research, and practice across niches and approaches. It is the broadest of the coaching journals in scope. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-209","messages":[{"id":"msg-mermaid-mvl4xa89-205","role":"assistant","content":"A peer-reviewed, open-access journal published by Oxford Brookes University since 2003, one of the first academic journals in the field. It covers both coaching and mentoring and has been a home for practitioner research and British work in particular. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-21","messages":[{"id":"msg-mermaid-mvl4xa89-6","role":"assistant","content":"The act of directing a client to another professional when the client's needs fall outside coaching. Most often this means recognising signs of clinical distress and suggesting a therapist or doctor. A referral is not a failure of coaching but one of its competencies, and coaches are expected to maintain a network of professionals to refer to. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-210","messages":[{"id":"msg-mermaid-mvl4xa89-207","role":"assistant","content":"The shortfall between the claims made for coaching and the quantity and quality of research supporting them. Coaching has moderate evidence of moderate effects, from a small body of studies; the industry's confidence runs well ahead of this, and closing the gap is the aim of the evidence-based coaching movement. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-211","messages":[{"id":"msg-mermaid-mvl4xa89-208","role":"assistant","content":"The argument over whether coaching, which anyone may legally practise, should be regulated by law or left to voluntary standards. The professional bodies oppose statutory regulation and defend self-regulation through credentials and ethics codes; critics argue that voluntary standards cannot protect the public from untrained practitioners. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-212","messages":[{"id":"msg-mermaid-mvl4xa89-209","role":"assistant","content":"The criticism that some techniques taught and sold as coaching lack scientific support or have been tested and found wanting. Neuro-Linguistic Programming is the standard example, and the persistence of such techniques in training markets is cited by critics as evidence that the profession's self-regulation is not working. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"},{"id":"msg-1792771442427-5y8h0kj","role":"user","content":"Explain the selected node: “Pseudoscience Concerns”.","timestamp":"2026-10-23T16:04:02.427Z","source":"ai"},{"id":"msg-1792771452856-w1vkn53","role":"assistant","content":"Pseudoscience Concerns names a specific line of criticism aimed at coaching: that some of what gets taught in trainings and sold to clients is dressed in the language of science — brain mechanisms, \"proven\" frameworks, neural reprogramming — without the evidence to back the claim. It's a narrower target than general skepticism about whether coaching works; it's about mislabeling. A technique can be useful, even powerful in practice, and still be pseudoscientific if its justification invokes mechanisms that research doesn't support, or if it's presented as settled science when it's actually a plausible but untested model.\n\nThe distinction worth holding onto is between three different, often-conflated complaints: that a method lacks evidence (an evidence gap, which is really a statement about absence of data), that a method has been tested and found wanting (a disconfirmed claim), and that a method is marketed using scientific-sounding language it hasn't earned (the pseudoscience charge proper). The third is about rhetoric and warrant, not just about outcomes. A technique could even \"work\" for reasons having nothing to do with its stated mechanism — placebo, attention, rapport — and still be criticized on these grounds, because the criticism is aimed at the claim of scientific grounding, not at whether the client feels helped.\n\nThis is also why the charge sticks to some approaches more than others: it tends to attach to techniques that borrow vocabulary from neuroscience or psychology (claims about \"rewiring the brain,\" eye movements correlating to internal states, and so on) while offering little peer-reviewed support for those specific mechanistic claims, as opposed to approaches that are explicit about being a practical framework rather than a scientific one. The force of the criticism, then, depends heavily on what exactly is being claimed — a method modestly offered as \"a useful way to structure conversation\" is much harder to call pseudoscientific than the same method offered as \"backed by neuroscience.\"","timestamp":"2026-10-23T16:04:12.856Z","source":"ai"},{"id":"msg-1792771498140-5whrv7i","role":"user","content":"Give me more detailed overview of the arguments why coaching is a real science.","timestamp":"2026-10-23T16:04:58.140Z","source":"ai"},{"id":"msg-1792771523053-7jokukb","role":"assistant","content":"The case for coaching as a legitimate evidence-based practice rests on a few distinct lines of argument, and it's worth separating them because they answer slightly different versions of the \"is this science\" question.\n\nThe first is the existence of an academic discipline built around it. Coaching Psychology emerged specifically because psychologists wanted to subject coaching claims to the same scrutiny applied to therapy or organizational interventions — using established theory (self-determination theory, goal-setting theory, cognitive-behavioural models) rather than inventing new mechanisms from scratch, and publishing in peer-reviewed outlets like the International Coaching Psychology Review or Coaching: An International Journal rather than only in trade publications. The presence of a research infrastructure — journals, university units, PhD programs — is itself evidence that the field is doing something recognizably scientific, even if the output is uneven.\n\nThe second line is outcome research: does coaching produce measurable effects? Here the First Meta-Analyses around 2014 were the turning point — pooling many individual studies, often small and heterogeneous, into aggregate effect sizes for things like goal attainment, wellbeing, and performance ratings. The finding, replicated since, is that coaching has a real, positive, moderate effect — not placebo-sized, not huge, but detectable and consistent across contexts. This answers the \"does it work\" question with actual data rather than testimonial, which is the strongest rebuttal to the charge that coaching is merely anecdote dressed up as practice.\n\nThe third, and arguably more scientifically interesting, line is mechanism research: not just does it work, but why. This is where the Working Alliance finding matters — the strength of the bond, and agreement on goals and tasks between coach and client, predicts outcomes with a consistency that shows up across coaching and psychotherapy research alike. That's a genuine scientific result: a measurable construct, operationalized, replicated, predictive. It also, usefully, explains why many specific techniques might \"work\" for reasons that have nothing to do with their branded mechanism — the active ingredient may be relational rather than technical, which is a finding, not a failure.\n\nThe fourth line is methodological rigor itself. The field has moved toward Randomised Controlled Trials for isolating effects, alongside Qualitative Study and Single-Case Design for mapping process and experience — a sign of a maturing research culture that uses multiple method types appropriately rather than relying on one. Evidence-Based Coaching, as a stance, formalizes this: it asks practitioners to combine the best available research with clinical judgment and client preference, explicitly modeled on evidence-based medicine's own three-legged formula.\n\nWhere this argument has to stay honest is in what it doesn't claim. The effect sizes in coaching meta-analyses, while real, are typically modest and the individual studies feeding them are often small, non-blinded, and conducted by people with a stake in the outcome — exactly the limitations that invite skepticism. And demonstrating that coaching broadly works, or that alliance predicts outcomes, doesn't vindicate every specific technique sold under the coaching banner; it's possible for the discipline as a whole to have a legitimate scientific core while particular branded methods within it remain unsupported. The strongest version of \"coaching is a real science\" argument, then, isn't that everything coaches do is proven — it's that the field now has the apparatus, the aggregate evidence, and the beginnings of mechanistic understanding that distinguish it from a pseudoscience, and that apparatus is precisely what's used to adjudicate which specific claims inside coaching deserve the label and which don't.","timestamp":"2026-10-23T16:05:23.053Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T16:05:23.055Z"},{"nodeId":"n-mermaid-mvl4xa89-213","messages":[{"id":"msg-mermaid-mvl4xa89-211","role":"assistant","content":"The American tennis coach whose 1974 book The Inner Game of Tennis proposed that a player's real opponent is their own inner critic, and that performance equals potential minus interference. The idea that a coach removes interference rather than adding instruction became the founding insight of modern coaching. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"},{"id":"msg-1792771603157-8s0aez7","role":"user","content":"Explain the selected node: “Timothy Gallwey”.","timestamp":"2026-10-23T16:06:43.157Z","source":"ai"},{"id":"msg-1792771614440-f6lyfhs","role":"assistant","content":"Timothy Gallwey is the figure who gave coaching its founding insight, and it's worth being precise about what that insight was, because it's easy to flatten it into generic encouragement.\n\nGallwey was a tennis coach at Harvard, not a psychologist, and his observation came from watching players choke: a student would know perfectly well how to hit a shot, could describe the correct technique, and still fail under pressure. The failure wasn't a lack of knowledge or ability. It was that the player's own self-talk — \"keep your wrist firm,\" \"don't miss this one,\" \"you always double-fault here\" — was interfering with a capacity the body already had. Gallwey called this internal commentary \"Self 1,\" the judging, instructing voice, as against \"Self 2,\" the natural learning and performing system that works best when left alone. His core claim, published in 1974, was that performance equals potential minus interference: $P = p - i$. Improving performance, on this view, is not mainly about adding instruction but about removing the static that blocks what's already there.\n\nThis is the reason his work became foundational to coaching as a distinct practice rather than a form of teaching. A tennis instructor's job, traditionally, is to supply correct technique from outside. Gallwey's job, as he reconceived it, was to get the student's own judgment out of the way so their own learning process could operate — quieting the inner critic rather than issuing more instructions. That reframing is what later coaching models generalized beyond sport: if a client already has the capacity to find their own answer, the coach's task is to remove interference and evoke awareness, not to diagnose and prescribe.\n\nThe distinction worth holding onto is that this is a claim about interference, not about ignorance. It is not a claim that people never need information, skill, or expertise — Gallwey never argued a beginner needs no instruction at all. It is a claim that even when the knowledge is present, something else, usually self-judgment or fear of failure, can be the actual bottleneck, and that bottleneck responds to a different intervention than teaching does: attention, non-judgmental awareness, and trust in the performer's own system, rather than more correction.","timestamp":"2026-10-23T16:06:54.440Z","source":"ai"},{"id":"msg-1792771853449-irdouuz","role":"user","content":"","timestamp":"2026-10-23T16:10:53.449Z","source":"note","attachments":[{"id":"att-1792771847083-1fqnw08","type":"image","origin":"note","mimeType":"image/jpeg","name":"images.jpeg","dataUrl":"data:image/jpeg;base64,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John Whitmore (1937–2017), a British racing driver who won at Le Mans before studying with Gallwey and bringing the Inner Game to Britain and to business. His 1992 book Coaching for Performance popularised the GROW model and is still the best-selling coaching text; he co-founded the first European coaching consultancy. 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","width":125,"height":125}]},{"id":"msg-1792771954728-gtnyq7y","role":"user","content":"Discuss “John Whitmore” and the full content of the current scene.","timestamp":"2026-10-23T16:12:34.728Z","source":"ai"},{"id":"msg-1792771967321-1xa61i8","role":"assistant","content":"Whitmore's place in this history is interesting precisely because he wasn't a psychologist or a theorist by training — he came to coaching through motor racing and through his encounter with Gallwey's inner game work, and what he contributed was translation rather than invention. The Inner Game gave coaching its founding insight: that performance is limited less by lack of skill than by self-generated interference, and that the coach's job is to quiet that interference rather than instruct. Whitmore's achievement was to take that essentially therapeutic, almost spiritual framing — Gallwey was working with tennis players on their relationship to their own mind — and make it legible to business. Coaching for Performance did that largely by packaging the GROW model as a repeatable structure: Goal, Reality, Options, Will. That's worth pausing on, because GROW is often treated as if it were the theoretical core of coaching, when it's really a procedural shell. It doesn't explain why asking about reality before options works, or why the client's own resourcefulness produces better answers than the coach's advice would — that explanatory weight sits elsewhere, in the inner-game idea of removing interference, and later in things like self-determination theory's account of why autonomy-supportive questioning sustains motivation. GROW is the vehicle; the inner game is closer to the engine.\n\nThis also marks a specific transition point in coaching's history: before Whitmore, \"coaching\" in this sense was mostly a sports and personal-development idea (Gallwey, the human-potential movement); after Coaching for Performance, it becomes something executives and HR departments can commission, because it arrives with a model, a vocabulary, and a claim to produce performance rather than merely insight or wellbeing. That's a different value proposition than, say, life coaching or therapy, and it's part of why executive coaching grew out of this lineage rather than out of the more therapeutic branch running through Berne or Perls.\n\nOne thing worth flagging as a question rather than an error: Whitmore is tagged as a pioneer alongside figures like Gallwey, Leonard, and Grant, but his route into that group is distinct from theirs — Leonard built the institutional infrastructure (Coach U, ICF), Grant and Palmer built the academic one, Gallwey supplied the founding idea, and Whitmore mainly supplied the popularisation and the business framing. That's a real and important role, but it sits at a different level than the others, and it might be worth the graph eventually distinguishing \"originators of the idea\" from \"popularisers who gave it a market,\" since conflating them tends to understate how much of coaching's spread in the 1990s was packaging and distribution rather than new theory.","timestamp":"2026-10-23T16:12:47.321Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T16:12:47.323Z"},{"nodeId":"n-mermaid-mvl4xa89-215","messages":[{"id":"msg-mermaid-mvl4xa89-213","role":"assistant","content":"Thomas Leonard (1955–2003), an American financial planner who noticed that his clients wanted to talk about their lives more than their money. He founded Coach University in 1992, the first coach training school, the International Coaching Federation in 1995, and later the International Association of Coaching; he is usually credited with creating the coaching industry and the life coaching niche. 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b8m4x50nGheW9Qu5OVzLNaW8EIEcd7cwu8taVkkUu0aOCdi/H2zMjg3/AENsogDnuna+UJJpJ7mz1CAWVrEGeF7qQSsH3IjghgmHwkciyvSu5PTJCACa9IvmgH060Fs9vprwTihjcOtzIyGnFmnLQxlm7nlSnSuWGjEBpnE9dgxHUvVSf6vJJbKxJRn+rxcXc0/eLGkdAKHc1qe2Y2SIO1M8Zrqk90sth/x0X+sR2h9N41jgRSwFSED23qSEr+xyp4ZVwiv0OWDYvoxK8EEjLbwyzW9vG3IAokxjrRgyRrHy41X7BDgEcsqrekyrlG16W41mza6upLmWRxQ3EIjaKYx8StFaSMo9FHKi03G+Y2fPKIvZyMeAnml95pGpQ2bpbwXtxbNIJIxcTRQMoYs1Imdm4cSAeSk1rSmOPVivV8kZtBI/SxTUZZLN3uPWuZqAxeuJrIzczuVli5E7Ho2xzPhlE+Ydfl00opx5V866n5d1OHWhcPHFZu6+hFd2g4Jc/wC9MLerN8fqI7OqAUR+h64JwE/qccggbvqj8vPN51zTrq5g1FbmayuEj+vPcR/Ynj9UKYUkesdSV3FAVZeW2auEDEkVXxRV9WarcTX0aepfwNKpJc/WfTAK71QQR3HLr+xQ02yyQDG1IG3MhjS8R7hAHmj4XhavdVU260A6kNyyoRH8TMqrz3dstJtQjWMkcg9sq8h+ytTAwJHbl0xMAFtSmtLkHldcJreT4zIjRW8RQ9KtPbgqx9sHCeibaQI1VgQCKeqsr04laeCoJAfcfa8MER3qvMU24M920dsoRhDHGgjTsJoZDCN/2Sqk98VWfvGAMVvqIRfhAmkjSFVNB+7DzOlW/wBYFfHI0qz4fU9P63d/pKvD0/0lb8q/779b1OfHj3pSuHgCWQrInNpbWS5Bj2eaORfV+H4qOTIAG+Z398ziebQAseaO7AuoI5P3gBaaUXLzAjYnks+4bx2C4AWS5o0aALLHNLAPsLcTXaqfdSb1tj7ge+KqaXBCc4JbyS1J4G6iurgxx9uEzLc0J7Ban54RIjkq8QyTMptIFX06lDc3FzJfAdW9OVJ5F360X5Y2q5YXd2ZIZ19QjmgNzdyO5+yxEk6sKdyDtg3VIPNPmS28q2DXep210/CohW2Goeq81D8KgXAFCOoJ406DEWeSvnjVtX1DzdrzWOpPeXd3qLG1i0bTfWDNIwZgYOU8iF0I9Rlp9pePjmZpsUgTe6aJfRPkL8q4rJzqfmW1vLnWLqTm3qWt3IQ5jWIlh9ZYKaVoAOIqaUGZfCI9N3KjEAc3pl1pgDJaML97hCHdYRexPRKCNwqSNyoCQKEe4IwynM9UACt+TDPMGgWdrcSQLG7fVY/jZnKzPHNRSwWdy5VmNGD8fT7Gm+WEX0YAGrt5jrUss3qWUYury6sP3Lx/v7mcR8mCSmSOc8pFC8qLQcSGZhhjHZpnkPJhN5plzIvJrd1VxycNNdSrIf5y/wBdHEgmlFTjX7JpmPPGSb5M4TMhXRLLWa/tua2tZkt9p4LW8uDLalhUyNScFU3Brzr7ZjDmQ5scAIB6pJq2lXV23pxRpqLNM0SzXlxcOfXO6mILO4XrsGAbvmNwbkH6XIGLl3rdL8t3UM6/uZF+pggkzXE0joKxmKON5FrVhVR8J+YzG1EgLiA7HBi705mspbZG9SzmktWAMicbyIg1oCvGegkB/ZB+/NKeIWHZAAc2Oazo4nDlmurVbr+6kl+sRllAFFcNcHgw7Bt8yMOuyQFHcOPnwRmKYDr+i6joUnry2+rtbsFilkktJvVkQfGDQTGoUgfGAO2bvTasZB5vP6vRHHyGyU2XmnzH5J1K21HSrnVrCO79QxW0L3lpHIA9GH7qQ/AWXkU/mG/wmmZcsXix83Uy2L6i/Ln8+9E8+XNroeq2t1p3my8LGCAzS3Edz6ZJIgNy4k9VQvxruGHStCM1WTBkxCzuGR8nraahFdA2rJdXk8FHUXZkMYB6pRJqLXsxqe2Enayy4nRCYs3w3BalJApvI4wv8rA3iUr48fnlIAPTdipK8aXBhs1l9d/j+p29zctJJ25xobpm5Dv0p75M2kKgkFwrfBLcSyDjI2oXVzNbhf5JI1uSSw7sVpjRTbRhnJSOSJlnQkwyi4u2hSvQxq0nClO5+Va4JQISJOlhnUBltp5EcVAeK7h+H9osEuCoB7H7qZBLfwel9nU/qfGnp0veXLw5fWufp/8AFnTG0pyYooCqR6jqGp+jQiC9vIrf0m2oDwu46U60oAe+bA1bUHTXV0rO81+EAetx+/ab1DSlB6F4KnxYMAvgcSK5q1wfn6xaeK7YbOklxcg034xpI3ps1Nga8sPEKVexnkKTxzrPC/wLbMzuZQdjGW/YcdaqCw7EZEBQ21rM8fLhMpJ/vFWe74Km5ChoefqClOVcj1VCyfWJULyrSyjQswliunVUG7ErNEq0B3O4+Lvk6JOyCaeEefH1jUJra/hmWTTrxEmsluHkNrYxKACY+MRUlWYOzSs6oaqBtmWNORv1TCYJegfkN+W8HG785XNlMz3Ehg0tpmh9NISxLSKZLcEM5JP2emwpmVCNRcojoOb6BWzkjCpDb/Vk4mP6tbgPEXp8Rd3tCVHh2yJFpBr8ftRkduFh9OO04hj6h4bkldvipb0JHYHJAKT5/j5pTqOmx3MTvd6jqBElXubWS5S1LIo5U+CW34q1KD4V2JyyEqLRki8m8wx3DtdJA8ulQzCNYIIbv616VuhLlpXS7kc8m5UStT9o+1seAb0d2o4yWKPpYmkF1FBGOYX0Z/rl5JGB9kMyl3SpP7EjFQdq5GWOR5N+KAvfo668uS3CPKJTZyQik/1qP41evWWAMYwGGwHJh/k5hzgAd3PwAgeSTXugm5MqXFqwZV9GIoZ51jahIEoeJuS1PJFU0HTKpEVVOaI2UpXQNQCCFGe59NyFaSG7ikaQDYFPRIFQfuzAy4I87c/HKkvm02a1hlSIFp1qrwqzfV15bh+KRM0bD9oBxXwzSZoEGid3MhRS2SC4tEkUwNOfTDI/KF1LncyAfVwqqP8AbrlH07M+D1bMcvtLhkjPrQyiWQH1JrY+vPIH2DECyK0J6lPxy7FqJRqujHPpxIUXkXmHy3PBcNaxWkkKcmL8WDkOzBmJMdsCFNOlKds6nT6jjF9Xjtbo+GST2093od1bXFrfaroGrabLFLbOgjgMcsNSGjYm3ataEfCcyZURVB148n2l+Uv5uw/mDpkenTzyab5p0yFnubOS7LJNxIR7uFjdHr1lWnwE0UcaZp8mHgsbUeu/6Wx6Ujm5TjLLJfRwmkkkM95EWkG5JRJpWAA96HuMiAQOaFRvVlBgju2RwASzBo6xkVBhSNvjRe7FlrkwCQq1Yp5SPVR5Tx5O9vJKom4mnqJEInjQH9oL1ykA3ulQMV5GWgjEgkIrL+4vIEVWNaKqw0KDb5nfJS57ckjkuFhPHISoaC9FGaCLkpmp9r1YzC5O+4fih98jPGbTYUvqV9w+t8U9WvOvP911p6XH6v6vL/Z8vo2yPAVtkcUjSx81mnle3osYeViqV+HhGwLh1r15Ch65sQPJpJXrPqQKNA19K1OK/UpmliIXYo4+rGJad6VwSTE2s9GSpBN3KG4mROZZ5G6gRh7H4VU/zg5AA2yblt7gMzvDeGW4UrNcrcP++/4rYR2AZK9OPpgnxyd0oQyWlurepDa2oDAcZWnurbkq9VLiCGjA7U/ayEiqlJZQa281pcWlreG4tplhkupwayyRsqqs7M32V5FmPE9B1zYdmYeKZJcfU5OGLzvzB5U0zU/McOjXdosUbPDaLbxXkEzNaWoAgitwDxRGpWR5GLpGAOJbNtqIgbd3NGjP8T6F0XTNJ0e1tNN02KK2SyiEKtFPb/CiipXmPUIrUkht/fNdM70OTto7i7+xObX6kRIqXwa0hqGtfrNv6W+/BhRqL/KeeIDXKXVXZLX0ZAjfVVVQzNHcQgI3g9OW9duVDk+FiJklAuPraNFIWHKMGS3WZmiVgwbkJIXG5p+yOm2MOVszV/i2L6zoVxeKzcrvnGwobORufIio5RQwFPs9Ax28MsjuxsMUvPLlxayCV0uba4qfVMm/FTSqBI7Qjm9KkqSPxxmS5GMCSAvLS7Vo3NvdngOENws4SW1Q7Aeilgg2/n4sBmLZ6uXCG7GrzSBG8si2cMzpVGM0lyjK5NSZJDaxMOQ35dsqA9TlenvSi7EUgo8Vn6C7enc3BuIoeNNvUkLFQexZPcZj5ASW7GOrGtQtrBXeR4baQxKCnpXdu0XxGh4IaMx/l5sBXNZrMZ4b6ubhmxXUvqIdJbeBF+I0pPbvJWn22FXZCT7UzVS26OfEAhLGlt5SLZLv6vOavM0dzbli3SpAVq16NXj8hlYBO9KQxHzDp1ndmOSGFbdQeMgjvIXTj/OWTdkNDtX4fDNxoM4+kB0faWnBFsDu9OLXTslxIqThWPG5iuY5hEAVNx6VOIAB6rXv2zfAW8tVI/y95g1zyZrWj+btIubgGzlEptIbmT1qwyGKeIlYmdldQVqx3+Ek5A4jMGNbsRyvo++bS6uNTtbPVhcXr2+oW8NxZNOXQmGVBJHJKptGrsRxHLlmtAJjdJIVzBLJGK295dxxtzjjMojPqVq0qqLFGcE/sly3iMhKRruQoz2dvPMZJYDdzUEjvdPcSSsv7LgiyiGx2Kg0ycTYVZIhYegsdq/AgtC11Jdwtz/aKSsrAePwkdiMhPYpUmi09lX1UsAi1Zfqt5AkB4D9r4RJ8woAydGvIq71NMr631VfVpw9T14OXTp6fq8eP4UwdaQyotPMRLR7uUpT15LqD0UipuBJLa8QPBdyfxzNAHRqU2MMgcIY44lAMsN3OtwpB2Eg4RgL7Cgysw7kkrPVt4goFxbKwqFjWYSO3jygPEoF+YrkxEUgc1oSwZfUdg8hNIkkEcSiSuztKzowr/kfScNbNhNNGeFjWMIysQGSO7to4OR3JDQ3Iq+1VJBPicAFBTyRGjXcK61OZJjNZyacwWCOb95Pdet6rPye5kSNkRVUPx+It9rN32VGQBkOrq9bLkFDyJD9e8zXWqetbmbTYvsvJITMbpiytIq3AUMqbMxrvktTzt2Gjj6Q9OUG2Xi31acSnk0i8Axqf2+d0hk8PDMPhDnSlfL8fYjoBO6iRpYTGCeKRcmlWPvSlwyAAdeJP0ZcBs4sp0qzN6oVoJFgjIoJ1ZDMB48/rG4HToTjSwPeg+UshVzP65HI26xyDgHA+1SSNinjVnbIxxnq3mQQsiv9gSReuFIKvOksMwG7ALHGvTuaZb4ZSJMO1d7aD1OVxZW61rRJQjeIWOIr8QbxA28cjIU5eEAlicsdjctJNet6kce5AiiHqf5IMjhQF+ZPhmLKO7nRI5JBe3MPxRD01eMNX0rq3CbU4iZxcCQilB8RNPDKpc920xCR30nolbn1wjEKssDSesygfZHL65xZBXb4WoOwzGyCXNyISFUGOXd3bxuIbaeK3ZwxieW5leXkeo4xTJz9gaBR2Oa/UyhLbq5eNi+otItZJDaM0lRs0amMj7XCaW6TY9krXNRLERAb727DHHZKjcXV0ywepbFZPiRakFT2ZBFdGPlt8PJl361yGaR5EbJFdEl1Erf284glicmquZDGJBJ0Zl/0sFHI34tsMnpJGMtrcTVw4oFheoVu4YGku5L6Qekk5D7NJG5RHnj4TcwRRCVcL8VM6qNUNt3ic1g8IY1qISeK8dle1mS5L2/+lQuIPUkVZVkSOKMs6lVFetMtjttyaOYfXH5C+ZYta8iJZXdzZpeeUpP0XcSPciFhAIxJbyEMqljxPDjT9mma/hIJieu7LKBtT1APbXBCSS/DTZ1iRwV60HNqEt/lED2yBiAwi0Hs4zwg4Rod4BBcWwnCHrUGdWSpFaIVXGIBVs3UaqfTmW1l3ZQLj1xxP2jEy3i05ftKe/Y4QI2qx54IgsvqwI0zAtJLdOgDdQVWGZSvuoO5/axkI2FX/WbmvrfWLf1+nPlJX/jJ6f1nnyp25YKF2lPDAk7+tbwJ9WhP7544BICO/B0+NKHckuoHhXMvzahVKjTNwR/XjmYk+iizyxqxHUwqbhG6deXXrXAJA8mLUcyOn1mJ45lcEPNAZ6Lx2Kqi3Uicl7sSxOElLRmuHYzDUFlt6hSitOzV/wCLHinJFego5+QyI35shvzXTSOWWOetsGHFJFM1wzsxrQqqM1R1qzincHJg7ItQsLi0ma+0qZ9Qmj1B4oZi/q2yyvbn1I4VJKGjFjz+LgQvTOi0caxiXc6nOTKdM28sx/V9MYpMpgv52mijZLpJY2Y8RyNw6PIFp9qh5dQKZjag8Rd1poUPcyqO3aBg31iOSLl+9jaNz2qxZmcgGor8IAyHCOqZZVeOQBPUjmCRRGoUA8W7/Z5fCB22phLRLmoTpI5R5HYfaYuEUHf9uiyAmnSnHfJgNkJbIC8UTS8Ywt5fIqlpFg5A1Xq8Z9RwSPDiffLYCt2QnSFuTD6TcrhEgiIBQzSR79Qj1mU+oPavhllJEmL3ksdzFNIzxvcwyENHynZo9iQJPSu25k9uRFPDMck05unJYlqF3d+kDBqHoxW4qYSZWn4nalEnPEDv9g+xzEybF2MRZSW4llWPjckC3bf62JriR6e6OszkHpSo/wBamVWzO5Su9+sJHNOLu/S34qjqlrJGjqT8Q9RqMoUdOBU/zE5j5j1b8QosMvbia1hlEjejZcqm1u45kuHAOxjZpEQ7b/3n35psmQylvs7KEfkxG9TmzNDcxrccVcRvFO6uvYEs5QCm1QtT/NmJm4jKiR8nYRGyEkmtmh4o0URBJ/chgBGf2Sher9KFu3c5iSBHM7IGyVTCO8RyYjIfhHqmGILIrDZEkM6MVA9y2RGQjcmgO5jKPFEvOtdgNvctDEpmPFzAZIFV2jkAQq0UpkDKCKqwB6V2O+dDptTxxAHzeR12lMZbIGAzRV+qTCC7IcXScJIn9RaEs6yuqiOQUXjts2Z0sgjtJ1fh7veP+ccZ7eHXPM+lqIzFeWdhqNrGs0xJSN2jqHiuufELMAF4gNx67ZizyGRB97E7Cn0KZ7h29GG9W0mrUxMZTSnX0kM7Gp7VX/ZZGZB2a1QXFwYGJJuF6PK0twpXuWCy+vSlP2VOVxnvVqtQyF/Wtbu+jUjkZLezlIUdP92rty77V/lIxBVv1GQGS1nktUkUhprxLkxzV2bi4LivajMPoyVgqhuUf+9PI+hX+7+KnhTl69K1/wCLf6ZC9uasgaTnX1I7L11HwXaW2qQgMNgjJFQ8/YRlM2NbNKqkjSyFU+u6nORRybC8t5pqbsFZUGy023JORCqc8qSMZJhPdRykLGv1e6jd27K0noo/weLGrdKY30pVsaM4aZCEjtlKlJIZCVXq6lZLWo9vUHyxBSpQN6wCWptLcTMqvaxxRMSzmgaZfq8acT/lsaZIR4jSEt8t+XluJZRewypp0N85uENuksdzLNEHRVMkRIjVWpX0wPj2rnS448MK8nAhRnb121R4I/qiw+hEkXEyWlsZHAA+yC1twZfCm58BmATZdtAERtNLSchY1jBgaJQWk9Kioo3CV9EBQeu+/hiGmRsr3luC4lA9NZy1JJI2E0A6kqDCagnxP04QEAIBipSWWGExv1Mf1Q8pN6gqJIQzb7njXLRu2wSyaccfq9yIX4gHm1re20sXVyZBF6Vf9hv7ZaEnyQ8l9I8Zc3Et3KiEwxixvAiVGyRzOnJuVftNTCTsmMbKSXcqjiZ1uI4bZeEsEltdSTRnjvGGkh5UY9+XFfHKL+TnYdmH6nEk0rQwobYo3qJFMk7kMPst+8ty7CmxIJU9zmDkFFz8UvSkYmVppEt/q0VwQ3NhHEJ5VTqQI7ZTxHfkwGV33sxGykVy0UjGWC39VY6s91FZI0I23ZVZFWoGx4q3ucpmQ3xhTFdQ9Z5Y3gEMkRBeBo7QvOANiUP1Xgo/mBoPnmt1cY1ZFB2GKVBI7sI0kcSJMkx5PBM9pwdR+07xRWK0bsSfhzX3I9HLGQAJdcRXcvEI0LyEkQ+vbO6TsBvJDSzJ+EduVNugzGzRIFGmce9KgommLmSGe4dnSaf6jx9QgHfk9ogGw6LmBPj5BtDGPMdo4YSX9rBOjcS1nLYXcEw/ZUxtEkKstKVqenTN12fkIGzpO0MILGo7ZIEnspJmmjEkVzZLHZ30lusRR4jyklVpAy/CwpUdN83xnKrB+39DywjUnrn5F301t5tW3QzILjS5xeQSW9w9UkniaOeMNFJvG5HEL1BYbZimczK62Y5IVEPpJFhl/dwJJAtz2kjuP3i13I9SFwN9+Mbch4ZGMb6i2pzyKt0InNol4lFW5eFEcseix1tDIDT5fPBsrbRLM5AiN1cE7tDZqd17SngoLA/zMW9sriPUq1udecIgn5txYtZkyGQdhHDani47GlPEjLbICr6Sepy43X1qv95+j4vU9SlKV+of3f8Alcq++V8e10rI2ivWCmR7GRY6N+8mBHSlQ5StR0PbNge5pUpoI5aR3F3pjxn4/QnaFJFp3QGCQH3kPE1wEUq0Gy2P6T0xhMeMETJBcSVHUSFoV5J4EH6MIj1v7E8XRZN9WcCVdQsr70mosEnpPO1DvWkUVF/l4lqdziUNT3ULMFa605pVBeKN5bYSRjrWQqwFKA1+LJ4wBIIlyT/QxE9ol1HcwwwxMltIDKjq9CXZlE8nF+bbFg2y502YCMeHm4GmFzZZbRWbKv8ApcFqsaFisbQBlJ/lYUPHw5U+nNWA7g7ckxt3jWMR/WfUXrMEe24JXoSC54jxoCcNtEzuuljsUp60cTslXjRvqrFGO4aMuwIU+5rjaLQs8ForRtVGuHb1A4+p8UFNlX1CzkDwB+RyYLZBCS2bSKUie0NqxqivMgViTVgRGpVa9uOAENwSLU4q2pVbvTBHKQq207xmIqD+zIYX9RvBStBll7MxFjkz2MMrRvqum21vDUMlbeeUMxoPSBgUAV+0o7ZCyDtzcuIpJ9UihaGj6lp5liJ/cOIFVXH2VhjEShQf2h6nI16Zj5YdbtyIS3YzKUZFtri602Kq19Etbhue5IjWpO3WjfdmMac0GjaUzK0rNBBqFrBNHUsBcIsbL1PAvIYyf8hae+2Y+QUEiVlj+oNazo9u2oWcaOwPEfUx6nHblGVrxPiqsV98xc+w57OVjI4ubH3dgkafpL1IripYI9iHliGy1V5F9QjsSevbNdll6rDm2L2Sa+S0nHPjbPBcVWUSNZSpOg2JHqlSJQftBSAO2YuolInk2DZJ0itYucZkt/VfiI4aafwIQGjNJMzqhI6iOvvvmLOJ7m4TAUNQhkubeVree2lDE82kMQIbjxPJIwQB2JY175LTzo8iPi4eWHGLYo2l+k0d1LdWFksYMLB2HocqceLSemSoIpsFNdts6COUSjW5eVz4jEln/wCSUFjB+YMFtJfaVaveadfvKW+rtGDAYnIRBbgKxMJZKjrkp4wSLBcGciBzfTNbORRGmr2KLKCR6qQRRsoPVkELAyV2DFlGNb8qaQVH6xFbw8DdafBEpKsZWt0SXl9nipJap6eHvgMSltZubC3gu7eFnNYCs6ovykZZPTU+7LXImxyVxuLcOyPe2iyAem0zGyYMTuUYjlQ/ysDy8RhEpcqVv/ReXH9Kw/V/scOdr/ef775cq8a78eOSpU6jt4yD9W/RMnpEIQkccLQEUq1VZEQfQS3TM0GubQuZrMAo89hExJUBLe3E6lezSGaignpwIOALapHfS8CttcxNGfgmeaN6g91XhMgIHYdT45EndVyySTMH+sevdU4RPwccOPTY3ZNfAdcNedpWyLqHoukk5teIccZJJpGLOpAl+KUKniR6nQfZy3FiBmESNBMbAxpdW9xb366lWNI7AKLokMioskkrzgFfVap+yQNhvnQZ+Lho7OJhvj2Z1DLdNGkkkkkRoPTURicpXuSQCd/2WUZgOyKOU3bRiaOZwoFI1SLcHvJWRK+IoR8jhapL0j1RpBW7eOEMaRokZ5g7ks7R1SmRQg797pZDEbyZouBaWQwI3EHYH4YKkD2oT44eGw24ylF0kcaelEdJluRSWVDGqOQekgAKbjuzdMIxd7lQO/VjFzcwfVvTuJNPgkWgq0EE0nx8m5xOZSvY1YiuRmCBzcsRspBZ3jLdotvdRvPHxqJkYxojD7QZJRTl3PI+wGVAkkN84DhKZ3wUji0yTRIy8UjVlQO9KkB7sDip6kjLskTTTi+pKLm2vY0lZ5PRSRBI0srz0kUdV9MSuBSta8l+fbMThLlwn0Ynqj21zG0j3Ud/GpLrFxuDIVBpzFSFUeA5Nt3yqePiFFvDG9SLyhnnAVCAI1hVpqEf775orKKdSqkHtmFmxj4t8QdmL31tykcG4luanmEWEhnkA+wyvGtCOvwVH05rcgom3MhypIrxr3dReTp6p5yxJHE1wXUU/eRNEANv2gdvDMOW+7bC0paZ1PpiS5nuZ68lEcLAcftAP9Xb8TtmIbB3bUvngt35I1zpk4lUCOWW24yOqGpDghHJ7ca0y3HEg30Y5Te6SRyx87iG4OmxRKzPCssUUycqFAtDNsQSNjsubnHfBfIPNawG2Y/kzOjeftPa3n4S20d99XVowYpCLRmJYRSABhybiAw9xk8ZqQ7yXVZR6S+mxczy8o7i6R0kbm8USSUZk6bm7FT8hlp33cWKqEv+SmGQxRuOMMpeZIowewWOWUPXofhp+vAGakZBLG0P12KUr8D27C6PM9eCBWZaDrzL/RkRdoWgzNGpUKlqBQKoeTbtWOQBeYPcMxHfCZHoq76rJTl9Zm+zx+r/AFZ/rHCvSvpU413515fRllbea2ncjRP6bNbCYwqAp+rSFSD0WNEuuKMOwQVPXMsDZx7bWZYhy9b6kkXFUBhoke3wqQk0jjr3HIYTAJXOoZjONQ+uN0dXgm4UO3FSqEsPAl9/DAIjolawuZPsRzTxoKcntpQFp+yxeA/QPiw8LFZb25E6O8IdRyWJZLeeNEJH/HxGLQ8gQaBR8PvmRoh692GU+kp/FGlpcfukZUvS1v6h0+MP6UP7xo4YvqqcgWaq8mJ+gZucp4hQO/483HwWCN2RQ2lt9WUsk6oTTiunKXVwAPUAMRIB+7MExdnI7JgNPsRCpksonnQfEGsqHj/k/uxyqeuAlpPNfIluqIY7dBwYUCWwPps37CAQtse9d8IjagIWWT6vEA8s0UaHlF61vEiCv8oW2PFvAEb5ZHG2xgkWp3UBtBbqEkRSWDrbViqN25LHNErV6Fiooe2JhRcqETbHbi8heJvhaziCuzg29D1Bd2Ek5cA/6tKdMEsfk5AsFKIrhZbkTR6o0rAAqnoTektNxVuDNUjtVaeOUwju3yNBMLq+b0hDFFLKYxyKpbTlFG/xqXhNFPf4styCmqjbFL2SW6EiujR2qU5KILiKWtR8QYWp5IDueO56dMqFSbxOuTENU1aCw5yvcJLNDQpK+nqiKKUrA31RaH+fmQKZRkFORDOCwDUfM9jJzjs4zOJFcEnRYisviEjFuASnipzByRl0cgZK5sZl81aZGI1ktbFgaLFPd6UC7GlCWdLQcX8F3HvmrnHIJOTHPE8katzp16pQ21nC6IGuYI9PjTip+y7Rizchz2LbZiaiBAu2/BkBUvtRyKkhgt2YLJIbC2S3BH2RIiWYen+Ua5rrtyktvJIRbXDx+lfJchamG3KVNKqW9JrVnp2Rk6ZdGRYkBh0MiNeNa28TW0F8j8JbaHg3JepX1bg/CjAMOFd83EYS4QZPPaqQJOzPfyk1hLnzrpJ+vPHLd3U1rNFHC4X1BHKsgWiy0oSCOCnkCMnKJhMSoB1OU+l9QLJIUKQ85mY/EsNtOyy02qOUTjkPemZJxnvcRo2071BhYN0dDbyqZFG/FJBbEB6fzHbrkDfcrmZVVQT6sRUejC2ntJAlDssjtY8y4/ZbueuAFVjwtI7StGPrOxaVtJiZAWH2Cy27hy3blvXABuqn9XteXH6s/OtP+OIvqc6f3fofVf7v/Z1yVlFMl4qR672sNvITyS5Ni1wxZvhoyzJJQj9oK1ffM8W49gNolxAf9KgiCQijOtpbQM3M1QtG8XIV92wglJWcVduR06O9Rh++t3tdPWQ+BZiGFfAsQR2wSj3Muiwpa0PpwzxKB8bG3ikYf5DKrxoi9qkH2wRQAiLbSLlopL6CzaIGquZksfrA2B4COVy5Q9ac4zl+MSHqi3Y9OZiu9kcS+r9Vi9e4sXUBbhDNZw0kZCHMa+u/psSApQHNwZgi3XRgYTosiheKKBpFWcyBmLSvPbEVUU5uI51UgdB3zE3dhORoILUdbsrCGea6vXjWJA0iJPX4SaCRQbk7VPxHbDTXbzvX/wA1rbS/Skmuo7a2FeLrfxBZ0G3JKXvFKfyswb6N8EsoiW7HjJYndfnnody31iA/XI5iUcqFuAhB4szOdUBWnsu+COrB2ckacqTfm3ompcoryGOSUfALo2hlAWMVA4ubmOtKFW5GuQlqgNi5UdPIbomy8xSXX74Nb3EV6fVDiwt7Y+mq0cASRmoHiCBkBkvrzZ1LuVPWlurg3EVsJqNtG1pYNzjUU+FiCePsQBk4bHyZEgDdLdU1SC3En+hzWMrDiIjDCwhXr+6SBo1Yd92p45TPKb3ZcN8nnnmTzX6UDrZj0mBLo04sYST0MkXrvID8gvyOUz1UYirDMaeReM+ZfOV5Lef6NLNp9idw4axhWdj1Yo07lWPXkCK5jyymYU4TFIrWyfXpUeeaS45mkoe8snd4xuVDrdRlqdSMslAmPpG/vaDEX6iza00BViXjO5aZArvHMpFwiD+7I+vlaxjoAGzGyYZUTW7l4pRHIoSW1ktwRZXQgh58vVa5VA7HrHJEt/ux/nYAZrZxPD6g5+M77JxbTW9/EsqgT3cKcWiqs5LH9kq2pBQSBUNT8c1WTGAdg58LKGvGVo2hW2inhgJKrJbyMY+laKJroNx/aVj9GMI8J2LMsNaC8tJHuLVYbi0kZraF206KIxn7UYBMRFWr+woPjm78awO553NAynQRnlTXItK822F81nI8EdJ1jS3spC86LIvBWYAIzHirGmwHyGTykGFk7Bpw6PJmnwQfQ+l/mtBPdJHq3lhdFhcIXNq9u6BW2MpWBIi5HdQynMI9sS4vpFH7HOyezEvDuM7kOlbfN6SsUcnxLCbhKVEtzFZ20DsRyVSZ5WQGhr0b3GbQEmj0IeXIINHmFYyRxhp+M0ABo9zH+joEXt+94zAS06LSNaZGRSphbe4o0k9zeshJT/TbEopbb4WW4RgW6daDJCKFvqR/7y8Zfqv2P0d6yc+Na+n/AMdHh1+LlWvemRVO4L22vHLxm8e7aoYm2Fuyim5Z7gxE8RueJ38DmfDcNDgdOCqs18Jp4zwgneKyUvy3oPUlAFewLcvbCQOjFdPJDEGFx6y28Z4tdXIthArVpwQpcKQa9AB+GRjueaQsrC7xRteAai5IhiSSNIpiNwjKbti0lOm6r40xoBNoDzX55uPy+0/SdauYXu9GXUDBrUc68rpYZGCkwyfWHIdC4k4HZgvHplOfUjCASNiaL1PYPZf56E4A1KMbj7/N6RayRxPaXNnNJLZ30ZlhaOYRg1AYIzvcyBeSv6nxLUUp1zf46MSRyeW1kJRnR5hHW90zeu0U8sTRghhyQFFI2K/vyrA9mAJygS3bZ8gxbzdrkGgac91dT3EVjaI0pJd5J4wwqeDiZjv/AJQoBlk5RjHiLHFjOQ0Hyp5m/MbW/MGqCy8tW1/PdampktbLl9au7yEEqJpY4mKQx9leQg79O+Y8cU80hw8i7GYhgjuTY+TwjzN5m84wy6lc3F0bW6067FncaJEbh70OCys54qYuMbLxPIk1IpXNmfZ/IMZmTddA609tAzEa5jmS1pHmjzVykupWmuJLCZIpIbi0KK3LeglkEYjJHTlSniM1+s7Flh6bOw7P7WjkG9Avefy41iz1e7hsdVnks5Jx6wM0VqwiYGhXk8pB41+2W4nxJzDhilEDbYuxy6uMg+nofKEVjowmkFzcxNF6hYi1FtGB0dws6ihG9QTXMswqO3N1ozcUxTwr8w57DT4JTLqC28BFbaeKRUA5Hb1HN01Ur2VeXzzS67LwAnq7/S4gXzP5u81XUly1p6L3jqrF1mJaNVAPxIRcSCMU6NT7sxtPhOWPFItmpz+H6QN0L5Q8q6l51ubj9HzNd3KxCSry/wCjWoNSoQC8HqSEqVVSpHVmzqeyuzJ55CEdgO95btTXQ04EpGyWJT+oY9Pe0vtSXV7lphqUfpW8dpbNG9IxFMlwPUYgHn6irxPjm1n2LwxgIg2bvuDpD2kTKUjVCq538qZDpOv+a9Pt4tTa/mAlmZZCecqycH4h3jST7JI2ZAK9q5pdVoSLHcXoNHrJGINPTdO80f4k05r+S71WzuIgIpxJMJ233oiD4uB6/Ete2+c1qwBLf3PRaTICE2kgvUtYpke9SIKDMsj85ZlJ6hDwIB8W29s1WoxGOzn4s/FsEr1G9tplNtczXbBVJQvaFiSRtST0wm3fY/xzCiJc3LAsUwm/aOa8FtLcTx/WyiS2siW54RFaBt5WqSdwF6ewzfbCAeeygxy8rTfT9OtNMl+vhpdRjvG4W8MAsiJAAFowjnAIU9d65rss5ZNjs73Q4xGFxG6Tx6xeW2vG4nvma1E3GeO3kjULyIDCOtwEXj03FMv/AC8eDuLu4EEbfj7X1/5GvDqXlDSbiUvqMUUbWiPUTW8627lFan1n4m48eTca+1MzNBIyxAHmPsfNO18Ix6qYHIm2SRTWa/vYuccUfJRHFIxi5LsyowvY24968eu1MyyNnXKc13FNIq3Mt27SHis5eOYO37KyPHMjRkDorH5nIK19fnr6f169rX6v6/qJwp/vn+/4ce1edf8AKw8Aq7Vk8t/JfNwmnnuo4fhmDySxtERQgSehPH/wSAfLNhEUGholFIKTPameohm9G7uYxXqqu94CW/mYLiQhap9NR9W+t27kenHSC5DHxaFvVZiFrWoDj2yHCVXcriSNkktru4il2E6Wt8WuSOlA85dW7Fm2Hhg9QSGKfmPpeqar5EubJNPuIoLOf1Q8YWSjmlD6UoIBUDdjmLrcJnj9xe49h9VDFqiSeez0q10cfobRprdvW1G0t4AY7njaOZfq4Unj6LGpWvTvm+hm4IV3inmdfHj1Ez04iftZLaBpk4SWLuLUDggaVVIAPwJzCkt8gB70yuB2cbKwf8wPK+reatBl0RYLvTrOV/UmmmaWRYlIpQx2jmaXiP5eK9mNK5HOOOPCnTZBCYklbflj5O0bS7e10fRWtb+2jjheSC1ljkvGQIpWSWPiq8gOQKv7ZnaeYgNuYRPUSnLc7d3R4r5w8g+W5NVn1a78rXJ1O4etxcRG+9WVx8IaQBiSwAFQAfnl47XzQj6SyPZmDIQZAfJgE8FqTNpElvNDaNMXnsmEguHDGnqMRLCX26cxypmvn2lllO5m3cjs7Bjx1CID3P8AK3ynpS28V7aW7w2Nrdc/WkjvrmONm4785bwdSBQU28MyAIyHFv5OnzHhkYgPetSuFtNMEHqySzRxqXn+r3HpuT9niGkB5NT7KtXMcgscGM8T5f8AzUkvJIpxxvb5V5LNdvbXsjx8+sbhplLn+XgqjOe7RiTE29locew7nzG+hSW93ILzSLiTTrhwJGZWWb4t+Msb15Bj9kHIaKMpVvTRrsJBJAZ5oEcFlPFCmlrC0RVmWW3jtZEDA8hVLdgxr9lk9986jFquGNAkV1DppYgRuLTS/sNMumkjfRLWcgl2na0+EFjzLyyOgRix/lWpyufaeYXUzRZ4dFhkbMQkVzpkjTGI2VzbxyR8Tb2XrBWROh4RxtRSd6A1Hjmh1ermeUiXb4cWMCgpaP5buLK7ur9Le40eO8ZCRHDdFzGB9kuK1DUqxY1B60zChOWQeuh70z4QfSya5s7i2twl1Z3kCEh44EWZw1R+03J6g9nHL/VyvPi6A22YIkG0uubu5t+VrHdXcJnX4LW5DxsSBUqv9yyUruCCM1JhufJ2YNCr3Yx6VvPqsNsYpTJA8k0yRi7mkCqiNQr9bUKOWxoc2GM3j73W5MXrsomtnrN4bqy1B70wVTmltMiQqjFaMpuHUUIO9d+xzBzHJCe8dve7zT8PAAlmopeSa8UiiuruOVYZU/cXf7hOQHJOUvEIePQcj/lZk4ieC+TssPDw/wBv9j6f/Ky1vYfKsNythd8L+5uZY5Ss1q5XkqF0WUuQnJGFKmvXM7s0VGV9S+ce0UhLVmug3Zlc2TAqZra4SoAggubeGGMBelJBC6le9DU98z5F0bZjuY/9HWwneKYBSkLSO5HYlhGkaqvv2+7IgXaVv1RvS9P9GP8AV+PD1+b+j16+nxpXty4070wcBqlZAqTsBGTc3MCL+7Z4L5Ui78Iv3sjEU25j+3NjFxbWNaslecV7ZSuCWiRZ7dZ4+xMk6ysdtup+jDaXeiCFeVJYElHH1TGV4qvUK/psqinyxVSeG1MwSK2dmdT6qEpRoenL057fiCPZ1XIHmFWzaXZajZahpN1Y215JqVpKgiFvB6TvGpMbAiKKj02opIyU4GUTGti7PsbP4OojO63W6hbadJruhWUltZ3NzE1u0NvLHHIOEcBYBVjo6uR2O1e5y/JDeD0GMfuJy9/3vTtOX0xGCVtWlJ4u7jmuw/dqWYkdPiXfLMZ2eXzk2uurZZkaKaS1kiQ0Fu8/wkMKAyoRseXU1P05PhaoFjN/ock8Nxbu+nRRzARj0iwCBf8AdexXkB2Ipx7jJRNbHk231DzzV/yxhrNPc6lJBCxERjR1Y8SOBV0IV3O/2oyPfLeHCG6GomBVbp35b/JnRbIg3he9giKN9TP1mWFajiJC73Egdqb8R0O2M44+gaZ6nJyt6VY+X7CxSK3sY5rTgFKSBJwrUHQmYOFqd9qfLKujWJ9eaF8xwC30hhGkiSV4c/TaXiGFCQfTJJr+0VwkGnL0f17vlT80EghumjiDTTOVEbcgvN6fEHrbsrn/ACvte+c92lGQiXtNELA2eUNp1hIjwz2tvIk3wxBre2NATUpKViC05dw5OaOMife5WXGN0+0Py/pc9ibOW2s4AQwtlkSIKjspqHQfGQp7gmoPbOl7N1k+CpVTzGv0nDO4p3aeT5JIuU1sttEiIGjZf3Ns6kAMqyufT5V/dlR9GZcoRk0xyzHSkba+S4uagmzhkjY+p6k6KXodyUdeJBHRw3XMbwATsabjml1COubCOyTlHcafNFACP3fNvRUnZhI1AeX8oWp/ZOVzhEDlbkY4TI35MUu1hiZ+Ygjj2eMC5kRgHP2gJa8kb+UsCM1WYRI6uwwwASSeNUj5adLNLFOeUkdvFdcJ+RJPq0uGWICn2GG/XNd4dEuYRSS3Fs4nMxt7iGOOtLuOC7/cyOfgI9QlVoTTp9OCIA5MhUjuGE6Ys2k6jcW7xXEzK7OzSBpi7qSG5kICRWppxP05m55cYHC5uKFc2XiwXVdd06OKOWWW7giWNuRQLcNcNFCpPosKAsKo6mmU5pGIAHxcoZY48Upn+F9aWek2elWVtp31aJLbToY4V/0e2ebnGvAvUW/xB92Jcqd+mbnDh8OIjz2fJc+oOXJKZ5kqxtdMhqklna2UJILhY7dVJ6rRXqGDd6EU8Dl0rprctqFVlisbWKM1r6SssEin/dgjdwrBf2jtlcYkFXemOXL62nDjy+ter/uqlKV6e1K1plti6VPmiKcYrm0jJY0WASTIkjj7JX/RiW8QvrfRmUHFX/V4qsvox3BFHJkiEoQ9K8p0Wo7UBHE98JZWpcWJLJFYRxj7V3ELdi5XcID6yLVe6xj78CFRbu3C/VPryT+qQWgHoIZB3DiO8+6rVGKjzXOJbYRzPInFXDJGLi4VAI9wNrrZh+z8W/vjZHJsgaNp5qYhutRtNZhnhlj9BWhQUWQmRQAzF7pFBArU8uXiMy5EyFu60+pH5eUOv6GT6c0J4yGS0mEo+JaKZQV7lpLptv8AVwwFbB12QmkyX0Z5hxljhuO0ZkKCToeVI5WrXtyFcJLikoO5gszVHeCCSZqCdPS9RiO5kkmJYeIIqfY4RGw24plJllgs5hNK0M0icjFMt1UmNfhJAedW4+KGvyyQwlyieJEWl3V/rE31ZtOdTwmR2SIxncA8Y5gBX+WQZYYEbDm05R0CbuYWUhbdCjrxCcC67dAOcdB8u4yoW1RtjfmgzfUgIYtPKRqQ8rRxA23c1VnRFrTbka/LLK22c/ScPF1fK/ni8jF3Iz6okDThlKqIFeteg43JalPEAHOe1Y9Nva6WXCKeel4Y1kK8YLM/7q9WVR8e/wASrdMOJPWjU+Wc3ORvdyZss8rXdotsAl8ihtreEB5Zajb0+b3NCD2MhXb7JObjSiomnVamid+bL7fip9cSWgnUBFSXi7kNv8DSXjR9Pc5sRIhxTAFfc6xaRIIGa3skNRGyz+iGYihHKG5MhodtwUwmZZDGGNXrn1K3jWcrJUBvUimdG/lMjzqyUHQceI98w8mYk78nJEBW6WXE3BS889reGv7uRbpUl9Q0NFDTIFbbqjBT2yueSxsfsZQnuxy6la6eW6UQ3Csx53MRYMrjcq/px3YLU3qVB/XmoyYwT1cqUtrSdYoXnjlSGONXYosRaScNy/bPOML8R6M3Q9sGS4RtEJ7pDqGkXN75nu/0dZWdxBBNtG/oI8cyoBIeCshIVgQeVFr2yyGYRA52XYk+niL1n8pLG1PnaO8mvIoovKlkXkdBbcPrMrFI/TcXNSVeQGqDbiRXbLtNhM8wvpu6rt7UnFpDHrM/c9+jR5qzQzUFC8kqTSLJIRtyAiunB29gfbN7fV8/JUBeW9sTDJdxWsW+9ZpwrHesZNyzCvcCqg/a44klk0xjlUerLbK0dXjNzR1Yj2W9ZVJPjTEK3yh/ueNt6teVaw/b61/3p9L38PpwcOyshWAcWnf0J1b4kmt7jTmRPH4LhEde4PH4vDMsBx1OP0LiMC1NpcwEmjQelExI/ZijW4iCU7nnv74oIVQZqqEZLm8jqqC3BWUcOoKvckhlH2vi38cjW6gN87hzwm9OKd92YpcEn+VHLs7NX9njWmStS4CW3f1leKymPwCrSzKy/wCtLVY6nwVvowSiK3SzNJ73/DFn6t1LFNKqkNzZWIZyOKmIg9OhK/MZlRh6B7nJxx9W6vY3T2yCWWdDHCR+84yNMzLtwYQ8j08V375MbMzunovOcYmeRYE5VLmOQDmRsp3Qvt3+jCYuMY7pNqWsywLcD6xEgiNJJ5lu0C9gPS35E9uDVyyNByceHZg+uedLq1Vwt0IJVIZWku56qaUrwpQLT+Yk1yc8oA2Adhg0cSdww+x8w33mPV7aFHh1K3upkEkcE9iJd2AJaK6joW/a8PeuYwyykaLsJaeGOEvc9wtTH6ht43t2daB1KxrQqKDkEYB3NPtDMidVs87MiiQxrzR631C4s2MfqzVaK3eizIrigDfvyDy/ZIOZGKHpsORpJCMg+afOJuIC0d2vpTn92JZllMqIOpq0kiUrswU5zmvAiD3PYaWZLzC806Wacu7JEYKtDOvrvyJ7ekxVV+ZO3dc5yEN9zs7YUUw8reZdQ0W8m0p9ReKJ3V4nWQJA0fH4SCoRjv4dO2bLTZiNnX63De70dNRluYgxuIpHADNPOZHuYuW4ZHSkhBPcivhm1JPN1oFFRnu7tLV5D6f1OYASzGG4HFQepd0hb7X7Faj3zHnjJ5Gm7HzSK8k1AkRLcxFW/exuPrkKCMCrMPtRsP5qkHwzX5oi9zu50eSAl1O4YCNr4tHwpBS4u4oygNf3UbAuN/5iBlUhY2aQKKQ3cj3lz6k01tqbwKBMBc28Uzg9DW4jII7da5izgB1bJGwlEMttFfAJ9WW4jbk0E31NXVAervbtwKgdEUYJD0+q6a8R3V9NtLeytLpGkjhTUubg1NauTyeIi6kWihvs0UjMQmR5O4EoyAHR7n+Uei3ejeWpbuWDjHqkw+rLIJWPoW3KOP0ikrICXaV1ZqV2zddmYpcJyS/i/Q8X7S6vxcwj0iHoMluzJyJikQUYzg3CkEDYGJaB9+tSB4HNm84C4XuoRDkL2SnRZbdkiQMevqVA4kDtU+5w0yFLXmuZhya5iv3YVBumeWIquxaHnRwQOwJHvjXelR5T8a/WRw5cfrNL2tetf7nl025cqe+PVU/a3iLD0ntGaU0aJrW1RSOvMxfWOJk7cuuZQcW10kl1MztJqEt+ykJIqJbxSIF+yquscm6n9njT3wpJWSGV/hku1hZiqzLJEICVXorD6q4T/jb3wLbgI1AiQRzST7QNNbCBvY8GsqUHZoxvgQXJF6CsqtZSuKAyBG9RezeqXtySPDsMBvqyumcRTxt5aAW6lRo7ZR6cscXoAqwBUiKFhQjYbHMzGbiHJgfUECkyWskkylrOXhx4WsHORaDYktZlmH8vamSTHqpx6jxLMLsyTsONtbm3rEVbdm9T6oGYk/soPnkhumxe7Ede1L6mazQwm7gLHlcRRepHXb1K/UeLoK7hTUDISsOdihbALyC71m4a14lUkPF+FuEeM95AqaeUKnsxbplcsZm7HHnhEPRPKnkKPTUj1FJY5tUjKtG7WttEWIXZXYPAJFH2l5RqP15dDEYOv1WrMya5KmuefvMHljWYNH1pKW/pc7S4gFkIwoHFhJECzxBuzAsQP2ab5L1CXI0XGjixmFiW/wDEGE+c/wAypIIUd72SyqtbZp0qSkm1UdbcrKP8sDb2yzNnliFHZzNPDHI7EPnnzx+ZNja3DTXLRXFuaACW3Wrseojb6oscq1/abevjnNaknIaHV6HHkhigwC1/MqOW8aNLOGkhruha4UuCy+mDbBQoA6DqMxsmnlEcyy02uE5FO7S5kvrx9Tlkms2aNFjEMa+kGRQQxaO3ctWtfipQdMx4QkCC5eacZDm9I0iRI4opblolmIBT0YSzS8hXnEzWJCg/tBd65t8UrBrZ1+XnsmLPazBrlr0lomrxlslZ5JR15lrFVjZR82PbKst9QmEgEtvPgZjdW1vJ6v7yOOeKFFcdQIXewYRnuVbc+OYUoXyDkRybbJJdXDvMzsYSHWoVYRErgnbgYrA14mvIGm+Y+QyB5I8SwlUv1NuUInj5J8MVxLBbiX4TU8JQLZgD0aqH3btmPIcUtmMpBDSTywpRbuOyil5Tm3ggtlikkUABuIdwd+5b5DCRtcg24vqC62knVlk5yIFqyeqiuruu9I5Eg3qekZHtvmIaF3Tu8UQBZ976j8taedI0HS7O5mSe4sLKFbusBKCbjV6zLZ0DciR6bkjOl0cDDEIl8s7QyjJnlId5TT0lZxcH6kscu8cEse3AbHgFtVjDE96Zl8IcWPNcVX+9mmnjQHiyWkSE0P8AO31VnqPDhQ4OtIJ32UCIZ/3k8kEodvhnaAu78dghDWLKJB2Y4DJImWvVi5/71XPq04+l9XHq+n/JX9H19PvzrkK8my2RKI3jJOn6eyqtWAupWC7U+EMgLGn2qE065mhxFss6/DI9rosqxLxQu8j3Ir0CBYF+HvvT/WxRIEqkcxCnidIt139Q/Vwkky/yEyKKqP5iG/1sUxUnmEodGGmPFJR57pIo0lodwGb4udOxI/1SMUlbJIg4yS/U44pBUGVXDyL3cyNc0YbD4R8WIUluK7u7ZlgtZbOF+a8ncpAYVY1KMi3UbsrDoTU5OMzytyMGpMduYZBJqDWkSfvLAfV42UtKG5RA13IFxIQn35m8wzmd0vsrj6zJcP61tD6lS3pyyfDCVA+ONX4sp9huMMY7scjHZrVL/VmtHvIAGR1W3D3IYcDvHCVnC8d60rt0wCPFJyI5uGGya6NNp9pNPDbG3jGnkJbwn14URi3ANQMIzRm3Zv2v5jTJiQ4iD0YZsh4b709GtxvLHBCLS/gRWa91AXMtZ4kDNPIhYUAHH4aNRugNKjAcu+zVxUHn/m+z1C4vkWO00+eKMxzzrqMkkgCGFHKQF4DJxWsfqyOWIaTgo3OCZPFYPJtxSEhRedeYopbW0mt7eTS47cQQuIDaF2T1mAdmmkUO8p3AjVyFUEsOwulqNvXvHyXGDHkK83met/lbYyW11qloml31wUlcwsFWRI1aIMYZN/s8yHjKU26b1zC1OiiBxQNeTk6fVS+ie5Yo3ka0090ubaC2VI7R/wB8AQZpkAK/vVmWJaA+mdkAbrStVhLSkgHl+ljDU0TSV22p/ULxTEtlLYiW1jt4rlFtWaO6LSR3XP1wzAO3FmUgLs1CDXNdqMRPqHIOz0+pMefMhlmjecVQTQf6CSJn5wuVkKyEkBomF1+8HJTVh4jbKjIQ67Of4nEBLvZTBrnN4x69sksleE1szwcyvVkYOpHEdQ1d8JycJo9We9ITUbmytY1pcwQF2qAWuFVmbo68ZfgY03r165jSjQocmEJ9Ene/jnZ4YmiEMtGliY3SepNWrF2D8mqN92I+WYmWIq7ZxkRsl5nWecH0bC9YKQsoupA1TUBWFHVQO/TxzHABkDZZAklFWXlvXPM0F3p3lrStLv7qEI9zbXN0kURhEgG7TKoYkj4QsnxU6dsux4pZJcI5s56zHgIM3qn5b/ljdaddxa15pg0GGezPOw0oI11FFKhHCeeYoqfARyjjQrVqEk5k4+y6kJzPJ1naPtCZwMMHzeuy3LiTk76XfXKvXjJBE3N36ygjjwf3+17nNmRZeYvYeSlVSrhRaEqeUzMjSRRFuoAilioT/Nx+dcRYZCQUmkgqGYWNwrfC8LemI5m68fWe4oGpv8DDABuy4g6SWSNfVd7FDMAqxyyc4ii/7rL/AFtgWHZR9+ExK8Ya/SK1+1Ycq8OPFq06+lT1K8qd+VKd8HAUWGQcoqKJLfS5/WNYpFmtYOXHqnNpEkcLTovH3zKpxli3ZRuH1mwgYmkwSSJ5By/ZeRLheRXtsPniNlWrcQyycWuoL14jxjd0RQpXcKS10RUf630YCquLgURfXSRSTyjVhHuetQs7g07U+7BStLKE5PZxpE/23vHLy+h2LO6MTQnYKO/bEBRa15Wa3fnPaJbIp3UXFqkhP2lkWqk8uvOjeGSSU3tdVIsFiikSIKgPBLmQkjswX4hv0CqR8szYSsbuTP6RTen3F/Ek9uRb26l+Z9G/CMjDoDHQFRTfbv1yZro1yNonT7a5NxNNcrwhnUi4FvdXXGo6OxMLB9v5PxwQkyn9LEjrkl/q9oDqYhv5bpHhsTb3jCNZZDDFwEttGJWCVCqEAADEnlxpCMRPbkifK6ulkl7p1kLm2SHSr21s1EQ+O1gMDySyO4E95ICoeQqCCpZeP0ZP6SfJG8wCEk1nXorQSLNPpUl2IIiVN1bSvLMhohEqXHJY2MQkZBWrGjbZOV1RFhvxQkRyLBvzE1XTpdB9DT721uby+vUin4Qq5gKELLOWF1IOMjBmj3AAQADtjn9OO/cPmmGOfiUeXNK9f8x21tpq27TQyRpMPr0UT+hvJMXlEbLdn4uAHH/JNK9shqcsIY+FnptFkMrYfq+u2F7fW9tbRx3sk2nT6YY45FuHW7F1K8N0pRwqAJIC7kVop3Fcws+pkTEA8g5GLRyF3E2w+6TlpU9o97bQ3Fs0MqXUYmRnlSGQSSMXpyDyxysFD/ArE08cKWWNGJ5jk3ShKwQNku0BrNLrWTHfWdra3gEtnKt7KsbyI0bNRiCDtIys7gByu55ZTwiU/VXJyZZzHHH3sxfV7qMRqtxEFZIY3U3pjmZ0Wssj8lHJiakk/s0pg1fCOu1uVgyGSc3E9/Ja/WEZC6xbXMF7dPLJA/7LusUkZP8AkgV98p1UocB7mWEHiYnJLN6NTefCsrJDEhvWRgpqv736vGAQTvUN7ZrogHGB3txNTulkskzvNLcR6ZcyAD1S4jidqDiZGF56YSnuCPbIRIBoGg2Xtb278m9MTS/K0uqyx6daS+YZy1vzuLe5rbwcoo3TjOKEtzbkCAa/CM23Z+M0Zd7zvaufiyCI6PRnu0PAPewP6o+O3QBwxXuD9ZPQdfhGbEm+bqFVJ1UH05oIRxIjVPTFVO5oUuWIPsRkaA5Kt9WB2V2iW6mUArGz+qr8tqKnM1JPQmu+E7jdWvVumcxmS0aanExNHOssMY+1H69SFIO5HLfEKo/WEilZkubYuG4veLdTq1abeoOTnkw26MB2yMmQpv8ASFz6XP1ofR/u/rfrt6la/Z9XjTh2r0r74LKKZDNFeqxaS7Fvaymhme6UKQorzCo8u46bgAd8yXGALlkuzGotb+GdZR+7BuLq4jKj7XJKMm/gtQMJlbY20+p3X7pXs7h1AEKVlWij9kFoH4kfsiprgYGPVRf1QplvmnQMfTVn/dI7dgQ8RZz/ACkKR8sCQba4cmM1I19E/HNPGnxHjQCYLZlfk7vQYWS7aMrPPNcNIi/uXjsw7ADvDLFYKHjHUb0wIRunXdzHJWGe9WFGq14be1Q8G+Fmb1bRQq77DiDXvmRhkeGm2OTakZ9iZYv3zKqloovqlo0lG6yRssbgAj7QKfTl4Nq3qAkitDNGzW8g/wB5pore0McUYAJMbmI1IO540X5ZbEBlAAmnivmDyFdecNQuH+sST3Ny6zyXN5PZSLVKhZ4kVSwccmpQhamuAwBqtnPx5RCO7M3/ACQs7/SrWaa/1CYwAP6i6nNFE5agZHWCVq1pUjh16ZYRj5GNlrxauUJ309yy9/JDT7WyZNI1XULbYKXOqXUxec7ioVTHQDYADfwyzHwSFC7c+Ha8jKpV8nn+v/l/5l0yE2Ntq0DxEkok0MrBHI+IgejQBj9pqjKMuMRrm7rBkhOXFQ5PKNY8keY15yarqckcdqeUji3eOFW7D1JFXktBQhfuOYpxRAJ5ucIG9qDBdS8qXxDCS+V/RFUlEKL6Y60Hp2js6f5O3vmPOUDzJZT0k5dUj/RvmZFDJqAe2UhVAslnt6BqcYmitKIwBJZQQdzvvlGQ4qddl0eUHn+PgE78qab5h1i/mhmaS6Yx/DItpHCVVnBkiUTW3GigA8jWnXLNPpceYEinS6nixncvTm0Z4ZWcXcl1DcTG5klktLOQT3IHE/AiV5AGisFO3YZDVacbRO4bcEtrU9Vd4IiaelHCVRUNvZuqTHvJ+5Cq3+SE5D3zXauXCeEAO00xuNliN3PLbrx5+o8pZqTtYLatvvG0RQ1r7AHNdZBZm0LPc3csCiGWNZST6q280EKxnapIR1AFO/E0Hvh4oyG45MtwduTKPyk/5yFk8v8Amq7/AC3866otvoQumh0LWDdTxDTy262k3GnK3LH4HcVjPfidujxQHhgjueM1f97L3vqgXWqwu1vPPaqXI9ZSs/OTutQ0T82Hbx61wU0WpvFfk+nMriM1cfVKmPj/ADCR4UVD7H78BpKiPTnHGIfWo5WPAvwYA0ILJJ9UlYP40B9jgFFVzIzoY/XX0UAWQQWiSxnj0a4QWDOjV+yzb/LE0qk0oqIoXvbgIOPotaIFRDTcerZqWLH7O/0ZElaXcpuXL61d/X6ej6fo6d63/GDn9X41pv8A3ftgZcbIECW/MwSSjmD6kwt0PqU+I8kNpQtT7VW6ZmelxLKh69qw+sW7EpOR+/dzGQ/7QKR2Kqa9qDbvglXRbLTfV24u7zTenUK5m9GQ168ZGtEYg9qEZFIJbF3EstVupy7oVFwr27Ar04zP6FVp4HiSe2LMV0bL8qPaLNILdTW4nvUhuo1P2v3QaOMqevQbZIBB5OW4jkdnjnkZCVqZbj6w/qEVQKLe75JUeCUwSpR5tPqdnFIz6hevax2ytJPcm9dliCKWk5o0oYoAKn4aDrypjAEHZMZbp5o9/Z3VmDaXist1ErW7J6bNwlHNJI0VxyjkUgim+/XNiYirb5c1ly1mqG2upSZLzkFYRSguOn7oGblHTwqKncYL2pYc0bpVpZQRmK4md7hRWkb0G1SA0ZkkLUA+Kla4YhukLKeCWKNB9Wkdm9PiZlhPcUoOVvISAfs1br3ydbsJQYnrHmCTT+ckVzcSSQKwlQ84PTC1C0EdkUoNyVLVr45fADnTZCIMqea3/niWSQrfN+kODEGOUqAWoaCNmsFCkexr74nLezsRp41sSHmGrebvrslxcXEctrHaSn0aTW8s8ZoSF+OJnoP5qdP2swM0ZGyHa4ZmAABthM99b3UjLaWb6hcyP6g+sXS24EtNzFxEdaH+Yb5p88JE7Oz/ADMqQgVr64DTzzB40/erNdRyoErRwsUV0jVB7gMc12TGSdxaRO+qb2UkGluC0kwKipZLuVGRAaKeMslVPem/hmdpsxxjYU42o00ckakn667Bbq0sV76ZulYsxYIssRX4WXk9S4PXkT8u+Z/iCcbdGcFSpger6paNNI8ty1zUcPVmhmStf2DH65ox681zn9TIk2ertsdCIS+XUY7eMwz3MginipDRngd1HxcayTt8+te1Mx4wi2pO08dy02oySveSwAlCY6tGeppWGWmwowHzw5JAekCgmETI2xD/AJyA0m107zPo93KGM2s+XtNupyVWFnmijNtIPhgWpb0q8j9OdJoyDijXc8ZrD++l73q//OPf/OR9mlta+QPzJ1NoraGNbbQ9duZAYoo1oqWl4zW0lFptFOa8dlf4KFbJw6uM+r2lhjHp+pMY6CQQfWIbqq0+GSHnB8QPUcFK9DQZRKN9EgqpmjnBJknv5rj4GjuriOCBl7K8kSxsH8R0wCNFLjM5YQSSyxXaNRIWvoWiU0qAV+tRF/h8T9GJiFakuUjVQZXkhevBFuZoFYftkLLMQKdiG+VcjQVS+tafX1frsv1b+79fkfV5/wC+vW9Stf8AK+zklZBHBNbKEGoXWqjqI4raGxeu1A9I4id+qv1y8xaCa2Wy319Cz+vcx2ShqXAllii2IpwURy1B/wAgfCO+HkxAtTa4PIu95JFNQkRTXMc0QUb/AAwx3Kc2p4N78Rg5lJl0VTNIiKIJ4ZNPcitqtxGplB2qgjv2VZQeldx4YeFANFp2l4LKLmSEq1Y5JZjKsYU/EVa3uCfUHTiEXIUbbUn8xec9L8s2I1LzJrKaTpJH7p7i8uDJKrnpFFHOJpDy68e+x2yyGOUuXNrkRe75N/OL8/te84w3Plvy3eX2meSkHEpLcut3esv/AC1Ot2SsSn4o4CRX/dhPQbrTdn2OKbiz1NSAD6/8nfpCw8neT7i6+txX135e0dLoyGrQznT7YO7M18qqxDb1APhmKQQKLsoHiBPd+ll/1iXmixSzWwlBUQC4S5a4am9HkvfgHgPpBytkDSZ28/G3dOc1s5JkDtMrSUXYcqXTMwB/ZHEZMBImgntrlRJcjUbq7luAJGjhtILeQBv2fUKlwpps3qEDxpk20G2OavbeYbiOW3iujpzMA4kuXRI+Apx5ssgA7/Gg5NhA822Bjzee6z5T1BpTcy6krSFSYKXiGFywoCUM68lPUAsh7VOQlA8VhzMWQnoXnmsaRqNhA6WVzYrGf96JZnjhWWQ7sJYVv+YFOgelcxcszEe9zsQPNjkmi3YVuKSB0JYRyzh468CayGO45BSacfhY++YE425kMwK9Ev2HpQ3ElzGwBeQXVyKyQinRpeS1BoASNsoy4xVt0MvRC30l/aIfq9zclKljZi5lCVGwkVzd+oAf2gVb55rZ5qOzlAbJRqOo6hHavb3ZuJ5QFZjUuju2/Kq3xqB2ZtvlkvzJIrq4GSAJSJLi4gJnmvLq12o8zzifmCNgIzelU5HY0qMpiRVAnZlEUN0v1W/pNw9W6WdyAHadSyErUqhF2wFf8kVHjgh1PVtluFuj6fNqdxbRwarOk91cJCtq9jGzca7sszCYmld6PX2yjNKRIFc+q5Mnh4yUd/zlVo840jytqkazJBpUlxpyyXDxM7eqqyqefPkwqjU5D4c6jR7QEe54jMbJL5neV+QZXNdqkSCpbuftHpmU0vavyo/5yO84fljZjSGI80aBAFSCyuLp7afTxyrSxuUlZ1Q1PJCrJ4cTvkTG1fSflL/nKP8AKvzS8dte6le+S9RmVfrUN+KWZk2DelOl0U4E9eZ96ZVLF3Jesafrh1KzE2ianFq9nIOIl0++lmtkRjyCKyTOCopUkd/bKgCoRiS6nGDMLm5t3YjnAJ5WWeleQIkvUIYHulR7Y7JUOWscfrnKfnTlT6y/pelWnp+r9d58v9h9GBU7SaCXkwmS4mhPHgfqilSfh4SH1x6pJ67r92ZRkeTilel5cRtHHG00MjVVbeGO2uEk7EBIbluJr9olz75WbUIfU9XtdGtGuta1ldL05filnvLm3gQcdwsIa4AcDuSa5OMCTVM6NPJfNH/OTn5Z+WxMun6nq/mnUChZ30eOIWLeIjuZWMSV6MyBm8Fy6OCUiwJDwjzR/wA5W/mJq00tr5SRfKFhKpVJbS8kuL5k71ubiJo0O/xcI19sycOCPL+JHEat5BfajqmtanLqetz3uvaneD1J72/vZWndX3p6skKjf22Phm20uAQuxu4mbIT1/HzQlxbg2n1WJJ4TdkwrGzfAjyfACERKE1NC/bNhYEK5OPjJ4rL9bda036nYafRbkj6hbWz8FZhHJbxig4yoUJZa77EcffOajEEEfzS7vCRx+UknsryeCR7A3Vz6K/C9tVQ8xO4i9TgjK3gX/HEwNN0xunum3lw9ufqpvbPiNi7I0asvX1WeMJ6gO3bAD0LBVM0DXEjS3DCRo+UltI9us8bih5FzKPhHZSuW3s3Qkl97rDx29VU2UjHirQx20iKW3q8cdwzHbpRhgG7cIsT1zzFI6zL9bkjanF4iYYkiDbMCqzluZ/kOy4mQDnYogPMtUim1K4hcNqdJZo4bWRFjKbnjWaKN5PiHXlJQU3qcwMsTL0gbW7EZuEEjnSR3axW2pXEcK3c0cb+lHK2oMrepyIZZGWJ0FRuh40zGyVEtsYiUBLqUr1d56cXt7iXqEiuLokK0YpUzRWcSnj2JbMSZjVltxiXVhl0BFGZPQuIeLfHEkqiJ+XUkxx1l8QKb5qc0wN3KAkAlbiGNFuljvFglcqkjF2Bdh2DRhRXsrCnvmNKYO97tRgUuuLuW0DJb3U9qwX1JBIqM69unAEA/5JKjDAXztTIxFhISkks0hWLUIGan1g+qHYV+L94VQjgxHwHfMmYJAA5JxXLd6L+U+iS32pvrmpyOlrbB4LJbj6s7XTA8WkR/UTgBWhYDrlulwXKzyDp+19V/AGv+cioDN+W9/MtFSzv7GRJVe1MlFdoT9idmf7VCQi1oM3OnO9PPEbPkBpWLeq00wlNPTLEJU+LDmSB7jMtrdRXQUNxJINvg41LdyaEkr70xV0sSE8llkY/t8nPKnyCdPvxVNdH8y695cf635b1LU9DlQhZJbW9ki5chsG9JFqD/ACtXBQV7H5W/5yu/MTR5YU8w21t5ps46CW5Ymzv5FHb63AKmvSjxtkPDCQ9O/wChxfIH1D65/hbzD+mOXH6l9dtfqfLj05+lyp2+xXvkPB802yzzL/zmB5SsS6eWtJ1jzXdKpSKaVYrGxRVG9KNIzAfzbNmaMEondwwRTxPzF/zlZ+bOv+va6Rf/AODtJlBL2tjEIphUUDC49J5KE9+W+W44RvcWyJLx7U9a1rWpv0nrmpXmtXUhP+l6hdPdM5G5CmSNmFO+W44Vui0GJY5EZxM0jVCpGmzs4oSTIqgKPnXLRQRW6IhTgjBonDSHaDjGoXapYO2xIJ8d8sxcMY3TXOyeaMR4BGI/3Lxykn7KV5HqwDKFVh70zK0hF9HHyeVouzkjOp2ECxRFXvbOM8pIW5hpkH2UjYgmu7Vpl+fMBHbowhEk13v2Rv8AT7OaGbTprG1lgvPthY1YMBQVkHGlfkM5mMyJWHb1tTzDV9OhjE1tcWVjCbI+k0saxs6x/sE2yWTE1Xep5Bf5szojqORbBMyF/j3qelXEsM4gMcFswFY78wKp4jdeaemqOB/Nyb/VyGSB6LbJk1iS6hRoAzxqS0RtOE0RlG1QUI5Cv7MnEe2DkzgkWratcJDNDbzXEdxKjtOZ6QxHxEbJE7kr3o1Poy6wOjk48fUvMdYuppf3bSskHIMzvcqyKlKGMerbs3Jh0KU+eYs5W50d2N/pWO5vXlvLqJlt3ZGjVWeUhdwoPFTQDbkenhlWOUjueQZGceGko1VuKtLwnha74mRJDDOJQSKCSZyR9mm+1O+YmcxJND5uRgybUeTEtW1KMgy/ulErBblJvSLhBsElCIVZR2NfpzV5aqzu5sJ7sTvbmwhWluluUVWMc1xLbCpDbqUjjlLU/ZA6d81c+Iy5bOYDslzTR0eSOxtZHYEsIkV51HcVCoCoO43Le2TxQ3px5ZiEvlEc7CFrKzAY8o9o4m592CfVWdwf5eRr/LmVxCMe89zjmRkeaN0by5J5h1G30fR4I5Lm8XnLcrAEFtbA0eYUijqCdkjPCrZVjiZlsy5xhh5vpPSrBNI02PRbSUm1tESORrFUHqlBs0qxASK3iFWlf2s2cI8IoPKzmZyMjzeZ/wDOQiTL+WOsetHe2dwZbQqXWJIuJkBHMqsjAkCoAK++ZOE77tcy+Kwrs9GZpeK1YBz8NP2iGU1HyzKalPmGYJ6tPA0JpvvQcB1xVf6ZWhoyx/ZV6ciQK9ARt8sVboE2BCEAniSGoGG5HEGvy7YqsjCKytQOa1B5ooHfoQT9FMVX8jy9fgnCteXw0/1uPCtPamKp1KilBxgEdqh5OzROak9kcW9N/famZkty445KbMr/AB8EMami+mY1BPf4vRUNT5/LG990hfSBHNI41LgUkWRRw6V2FCxHerUy+Jjd7MSCqSzTSzissckQ+AcpFLNTck8nbj7bUx4STXRjdBEkoSqskVqDuhYpRy24ICSVJHsvzy48ZI2oBqMRztH28saKVku+SLsVSDi708GMyk7/ALK7eGZeDxOVFpnSpaSsuo6Y7mCWMahaEMr/ALwD6zGx9RVeoAA/a+/J6sHgsWuA+qy/Z6UhJiZXt5baVyeMjB26V6u4Cj2AOcy7ZJtZ0sX8BubZ4vVgBABkKQTKd+B4T02/ZLDb5Zdhy8Jo8mBsHijz+95lqFlZyllX0rBoZGinuBBNCqyr8R5BbrgAOhUVB6jNpCJAvmGcqMeIckk1J7yGFriOGG9lI5XMognlt3Wn21K20jLVeoDsa5HNG6YwyUWI6l5wWOJ4jFDFb2wYSCP0VZQSCvN3sVZHPQIe2xyvJjkBdbe9yoZYyPNgGoedrF5luZIYXuCDHxM8fJSPsiTitT/khOO22azJKjvyc2Jj3pJP56k4IttdwG3h5lTLIA9CePwx+sy9+oU075GciKbYyh37pJqfmtWDTzrFbl3q1yZbdlcIvEqzespNdhsta9Mx8glKTfHNCI3KS3GvciyfpC3SJdmVbflTn+yJHnUJt+0Nz3zX5dNK6ot0NVEdQgTP6wciSB4VK8vUYpcpT+RPWaQ167MdvDANMbsiky1RPIoeS1MaPIbizAFGe2nlLc17USSQIu37Rbf+XLJVGnFEjI7lfaqt9cRaXoUME1/dngkEErNFxB+Jp3S5AVRX4nCAVpQVOY0uOc63ofjuc2444cRL3zyJ5JsPLdgXQRXuuXlJtR1CGGRS5rQRxyQ3XEKg+wdjT7VSSc2OLFGIecz6mWWW/Jl31KJqmNItUnJKRTxQSyqV8JEMU9GU/tCQZIg3VNRPm8R/5yRkWz8gNaRpbo93dQ+oIkAbY1agks45FTwYtU5fjiathIvj8iNVWQxBiCarzWpX50p+GWK16jlCsThEJJ9NmoFp1pU/EcVaDiQDmFCtty+DYnevVKffirogisQZRGCa1VA4BHQ/aA/z2xVc/Fm5QMsoVTzMtIwxPXjVt/opiqjzX1K0HCv8z/8ANVcVTiIwrVVS0Sd0qXS8EcR9iAQAf8k5lX8Gl0ckYmWVJEuHAAJi9QSEnf4QslaDxFMKCFQTKEergqxoDCzqzsxoPsMRUD7R45OHva97pdbQlASgiZEBFG5nkO+ygciPcZfC62YnnuiLeV3HOARRRE0dD6pY1/nCsSAexrhjjl7/AHsZ0mELyOhcMzRAhOUgu3jUruFViQo36daZn4hM9w+bjzA6/oQ15LOVlklRDLCj/GVlnkpSqcgxYDcChrgzyyQlv03+TLEI7P2W8tazDq2h6Le2cqyx6jplncwyFX4NDJAjjiNgQ1a1Y1Hgc0GW+M3zsu0HJMvUlkk9WMRsJCypOw4mIAb8kIBYV2FSP9XK0sd8xeW7PV1l1OyEK6vbooZ5PrLpKibhJCjgqKmqlRUHxXbMnT6jg2PJrIINjn97y2/ljhu5INQh06DUlK+q63zWs68qlWuASWCE/ZmqwPt22kJ2BW4YcAP08+5g+s2Oj3zAm90+a8+JltQzOF3YiOOZZuMpPZgtR2OTnhHOJXxCDUg8p8z6PZ2/MiT6uRUXS85lmSnVWKy8matOPJWI75qs2Gcfc5mLIC8+uLVFkdLWXYPyczFy6tSgEjKoap7ihBzAs7inKjADdQtbWW7mf6pHwaMFXlZnDEL4LzYlfEcVpg8KU90mcQi4raGB+LSM7xkGWFEvprZOX2mIDACo68m3yyeHh3tQb6Kd1evyWMxxMiD/AEeVjPMxUn9iIsQVI9hx75izmQ5OHASUvtTc6rqFtpOgRevq92awOY5IIlUmhmlAUsqgVFK/LMU4hNz5zhiG/N795C/Li18rW/qJFa6xr1yAb2eWN4/UdTRRblY+Xop14g0/ymJrmfDCXm9XrZ5JWTsz2OzdpSifVrqRd39FLllDU+IxopVY9vAZm48FlwRlbeS0BV72HT5fhAVfXmtryJa0ARZzzZR34mg65Vmw9zIZLfN3/OV2qRnR9L0s31jcNPeFxBFcG8kKon949ysgBoTTiy1+WEQ4ce7eTu+WHlY+mQFB40VWL1XwYVatCMrSoenyCsDV5PhANSdv2ht0xVWqEJh4xrIF2ejDf/Jr3PyxVapnYKqGpHVE9T4qfzAd8VX/ABsfSAjaJgdj6nENXoBvviq/gPT/ALpeXH7Ppt9r5UxVNPW1Q/CymUgci3ryVqdq1WcAntTMmcujjghtfr5BLSIUHxAevIjqe5CtICTTq2498s3ApS2Yp+KR+pbMpesay85GZ/Bgqk/7IV+eG6CLAVZoC1HSWCeND+9FB6jMp3DKkdQPDkD9GX1bAN/VpixCx21D/dACKN2Fdg606fPLIx7mJKNhW7mQlTG8MdEmD+jKFYfskNEhI/1WIGZMeKtzs0T4RyG6k/rMiiMwRwgV+H0OQNejFUYPT2GY+QyAItni57h+n3/OI3mk+ZfyH8uR3Mnq3Wh+vo16ixLxU2UrJHyogoDEU+10zC1oJkJ/zhfy2P3OZiPMdxe2vFbgKZVLmKvpKQxZfYFSOSn32zDbmliRGjZz/pI3jIUsqL2XlRdh8q4qgdd8upr9m1vMkqtGP3FxFM8Mqk91ZJVNPFW2PcZfhzGB2aZxlfEOYeR+Z9B8y6VJ9W1lYZrC5Iihu/rFwlvNsaCQyT/DICaLGWIbqD2zYY6mPSWzHMTNHYvMvMeh3siOk1xALQjg7XcpnZVbwHxcwDsRyJXwyvLlPDvyZ8NGnjeu+W9QineNZLKUxCjIQFeMUqBEBH6rKdjv0r9k5qck63DmwFhIha3bIpFtaQRsKAlIIpQR9oJ8Cswr4rvXIjVECg2eGOqyS31G4QwwCK2+q/E0QaBgiP3Cvb8QD4LJU5iHJ/OsOZjxAbrfKflXXvPV5Pp3ltLW1sreX0dR1WRII7eGg3EJ4ku5/wB9fs9z2zKwdnzzEEcnH1vamPBsPqfRHkz8vrfyXaNZaU6Xc1yK3+oG2imu7hevN3EMbk17I3HN3j7K4Q8zn7QnlNyLLYdEUqsYtz6UlZGRljYKp6yQtD6ZRqndF6d8yBo6cY5LTBdMKRBHiR3G8VqsEbtQb+oCyoI+XUgs3z7ZbLGKtMSS27aw6epBW5iatKSvGlT8JCok0TAHoW4jfocxJ4bbhI0+NP8AnK/VdRn1vRdOaluttHMwje6ndR9kEB3nkAHj8XXMfVYzHHG+9yMBPEfc+cx6xZmDxqUU/C7Epx/yalqfSc1zlLQnJOPOAOUrH8PAEdTTmleXywqo8ZQPhRCF2dnCjf2LAHFV8HPlwCj1XNY1qo5fQUI+k0xVdykiPHjFzYd1i/DY0P8AlYqvq1K/u+PGn2Uryr/N6dPxxVEtAXQyLFDI5IASNmHHpWoZSKePI5lAAdGm14jjI4stsjPXk3pkyDj2AKgD7sIonkg2qQyJyJWO2kqKMSkSca9BtGenj1y2JF9GEvirfu3kWYiIygUQLHHSieP7pf65dHfupjI7UrxV3kkMEUcRHL1TCGr158VCnj2oa5KMgC1yPRXpApRpfql0zUEXG4jNK7gPxniA/hmRLLDqLYUa5kKN2I5Avq+krsQA54SVQVpyP1ngQO1RmPOiL6s4PuH/AJ996sw8u+b/AC56luTb3kF7EFiSUEzRem7FhN8a/u+lNjkdTHi0sZfzZEfPdlGdaiv5w+59nCG/eQKywIiniOVsrtIp6FW9b4QP8oZqnOWSPJHMYmktndF5tIbdQIwK/a/e1p22GKrzalPi+rQSOWV5VSSQEVpRlUJJ+BAxQQhb7S9NvFktL+z0+a2uFIljuFVuXMb/ALtouLg133yyEyC4uXCKsc3iHnn8trry6kuqeSbbT/MOm24P1jy7OLUXFsrbs9pKyMzgj/dEp2/YP7OZYAyc+f3scOt8M1k3He8BvpbHUZFtJhZl7YkG1WKNZlkZgQHrAjCnQ16ZrpY5VXCXcQyRlvFLJNMjMEs10ltEK0Bk+rr6rE/YgXisjEDf4TU+GMNNY3DPJqwPJnXlj8gLnzIF1bz5w0jyutJINDjdLbUb2ooXn9OWM28HQcOXqP34Zm6PSRJ3/Z9zp+0e25RFY6v8dHs0HlnTbSxt7GxsLTR9N09PSt7eFI2WEAUKxeldgKCPtcq/M50uMxAoDYfj+a8z4x5yNk+apB5et0q4Fo0cY5c4beMk16IvC5HpnuVByZmDyFfj+qzGQohNPnpxia3MT/vOf1KOWr9wsSXvKMnxFFyvf8f9It3HSCvIYoWSKT0ZZm6QtZRCQDqQC94tT3+EE0wTiQeX4+TdjydUj1O2SG3eVIdKm9Zaq6SyoJ41G/2PrND2Kgcso8KwaciU6fAP573rXv5g3cckEUC6fBEojapILrzIY8VYkBlFG+KnXNd2uOHIIdw+9ztFvAy7y8w5hSVPA8jWgjUV+VVJAHhmoctU5K6NzCrX4mAReo91j/ViqnViSkYQGlAzemqgd68lG5xVesYYE8oTEKBoy6A167DkpPzrirbiJVqAnokAhQ9d/wCYqJiQcVW+gnH1PUj4cadY/Ur1+z6tf9l1xVGB7JYyGijmdRQEGQKKnsFcEEf5WXlqVgtsEBj9OE7cVZSFU9vjMp++nzy0EjmxVy0ioJPXjnZiTIvMim3HYrKa/Rkhz3LEhd6gqKkyAfZpzPTxpNsR2yyMzezCvx+ArJGWZXMiGM7RtI0vphqdJqs3boASTmR6qB2YkBE8+FFUwS8h+9IS4FANzWNXWoHXlkDOd3aKFclNi/GR1MKBhWSQJdlxt+z+95cT/lbZXIzMbP6WQIv+x9Kf84M61bxfmJqulSR2yvqWlsaLLeiUiCZWB9OOVg9eX8vw5dijx6fID0IP6P0tOqJjkjIP0R9KEKnFAqruPhmPp16oaoS1fE0+Wad2YKrDG6xrGsplVfiSMwNEqgdwxj3p4Yq6WFAyxoscUwHwkc15A0LBinFj99MVS3W/MGheV7FtU1u+s9I0lGEYnueZ9WVzQRoDJykcn4UiRWYnZRk4QlI7BhKqfOP5pf8AOR/ma2Q2vkewstKsZ4g0Oqal++ncSDkjxW8VwYowwBKeqWP7XGmbCGOGMXfHLuGw+JcWeKMzUuT52uvzc83s7y+Z7S1888pW5SapZi7kgMnSKKaC5gljirT4K0Fdl5D4roa6NXKA+H4KZaOJHplIM7/Lf/nIzyd5Z12HUb/yBa6ejgQXOqafcXbXtqKj4o7e+klREPL956cyV6VO2QyZcWQbGUT51X2UxGlkAbkS+s/Lvnvyr55tP0x5X1ez8x28b8GW3iuIpLV2B+GWMhXBNfsSAe2QjjlE0bDqdXiMBdD7V0ttbLzKypSPaTlb6iAFrQFF9TkKdDw+/MqMzW9/Y4UomwaH2oSS3sCBUwXFxy/cvK+oQPKTsWWkoINP2KEnLYWe/wCz9TZCVd32/rQ7WVmP91RQvJ8ZNLzlt0l5Scnqf5dh7nLRI1tZHw/UyJBPRDsqKkiwvbxwuxVqWUscDMOqtNxJUt3J+nLaPW/de7dCQee+eZ9Ps7CZrhbRvX4sssPNWHxAAlhwNB4R8TmfpsBlMc9058lRfm95o1S01vzFq2qcFtjeXkzIE9SQceRVQDJKTSg6knOT7Uz+JqZnzr5bO+08OHGAlAHJOAmQKtfTWo/H4vhzXtzQZuNDxJ/aC8mrQUqPiG/yxVwjcqOA4hf2QWDEH+UcuuKqkaCIfAIWPH4Cef8AwxVhRsVaEjMq8o4qod1b1gKn+ar0qfbFVT1258f3freFZ61p9j7fKlPbFUTFM4QFo49jyR5TcuoPTYAinvQZkQLTSo8c/L0ZbNQeskiQTkOW3BPqbmv+rlwjezGSsY5ABS0E0Z2ZUtpg9OxIKgVHb4smQLY0aXFAwJR5VUUDFo5ytQPs+msVAfdjkomPRjSrFFIkbSukjRuu8skLME7DlUK247gZeCD1+xG6ILyhREnWm3KCIEjxT1I+XEe5rkSLKm0PJG6hpXNxzoG9T0xGisOnJUUjj7dMrnVcymF29Y/5xd11NE/N3RpZLma0t5zPFKePqVEy/aBa3YKrMAOm2ZXZY4+OHfE04/aUf3YPcX6mWtw8kQaIyCFTUoR8BoAeUVbb4h7lvuzSzG7l6WVwCq8szcmVWuUuANmWWQK3ipWIgAd6g5ByWDfmV+afl38v7WK2vGW48z3sJ+pWSPciNOO/q3KRgFI696cnNQgJza9m9lT1JsnhgOcv0R7y4eq1gxDYWXw1qH50+crjz7ca7+aNrH5hhPqwQCytrhorO0kQq8VglyVTg6n43BZmUnkWFUbbarEIx8KA4MY+3zkep+zucfHmMvUftej30Nv5y8l2vmCy0y+tHvplhW2vbG7WZlkbkZl4o6ujgKI22Ztj14RDUyx+HMRvYt4ycXJ5dLbx6ddNp1uLyC0sq+qkkF6npfCoFUiilLrTf7RHbcD40VE10bTK2MX8cdxdSXMMU9xFCTHz9B+KnYFwsqJUAn7K8jU99y+LkrduhFAW/mnzD5Nnh17yxqN1oms29WguoYY0jff+7b142MgboyNyTYbV+LIjU1zNonAEPr/8m/8AnIE+eNDsj+YVtc6HrtwnFdQsbcJp90iuUEhRYnMDvT4qclp0ZOmbfTYp5MfFDfy6/t/HN0eq08Yz4g9skkuJgjGadPVQEsFaSKSKlQVU2nGqjwrjH8fi3BMRddUGZeaSC0MzgkFpSQsclT9lybNjz/ydl9smLvf8faz8M1QSjUiJomlUSzcFMTw/vZFbuBwhhHxdxvT2zNxEtgiAHhP5163+hvJOs3KQ1+o2kghKyXkA5z0gTmqJBzoX3r0Azb4z4eCeWXSJ+bUAZ5ox6EvgeT1SnJLeOeIfu1KRTHiev7W1fkc845vVBZDDI3SFRzWgJhetfAURt8CW+LsQpjktpSdkVXQbdSKIxxVbHFP6lULTBDUDgwDf8GAK/PFVRGYB5F2oT8PpjipP8wYU+7FVnCWUgsWNGB4qqgVPuu3y2xVdxX1eNX41+xv6nX7NeNa174qrRMJSoSVZpn34xoWIoOpHpED3pXL40S1EIiNTMxJljmlj+yRbFuf0cBUDsT92XAdWuV8lp9M158SKkEm3SICh6BuA6H6cIq070qmJDTiwScgVhCgrIOtasqgHwRV3xoXbAgr4xZtKHuGLy9WlYFHTtWnOOoH8tAcyY7iig+SMLRoOEUnKRyaniGNO4CzS8Nxv7ZLwtud/jzRdpaqwly0E4j9D4nrCnwb04lWlofmRmHl3l7m+OwZP+WetnQ/PWj6otykC293G7zFYCyKWFSqvIA1QaAHb3zI7OPDnG+zRqYkwL9ePLt/b3dhaTetFDJcQ8vSngtUeUfzRrHMVH3kZTrsXBkIqt3E7Oy9CbYz+aX5r6f8AltpnowvD/iPUlddO0/0oqoaUa4uFS4UCNf8AKILHYZkdl9m+PLintjHM9/kPxs5uq1PAKH1PkSOzv/P2q3Wq32pNqmp3svOe5S3kkkmboAqpDJHxHSNVkNBtTOrEJZQBEcOOP0judJlz8Bo80R5m/JG51jTo5uUd/q+lypPb281oy/WIUJMlozejH8TDoNlB275PU6OE8VE2R7nDxa0xn5FkXlLXk8ztFdT2/wBXg0y7hgvrD9GJDBbsiFVUu0a8FC8lNWC7U6VB0GtxASNc3daYjh2Y1508sWmneYdUtZblbG3vCX0+7jMTJInWjOyxxovYyE1677HhqweYLmwPc8W1fTVsp/Q1Met9WqscLj0eNO0RpHQbHsR/xHMPPGtnMgWK3DDUriKzt53aTUHSKF2Ukgt1ko0zI1BX7R38crxESPq6LM7PYNE00M9rp5ufqdyLesVm0EKkxofTDD05+Lig3pUZ0HZ+QcQ4XU5ok3T3j8vfMWteXLSOGC7i1fR1egtLn6skcZBAZ7RhK3o+JQFl+Wddk0GLURs7S7x+kdXns+eUS9ZtPMelaxateWeox23JvtXNpZJWu/HhHOOR/wAob/LNDk0U8MqlD42aPxpy4Z4yHOz7kNqF3xT1opgkXEid/RgEkh/Z4+jdcjXtWi5bghvVb/jyZz5Pk3/nK3zVZp5asPL8N/A8+pX5mmRYwrGK1jrQmP1QSXdQw9Qbjp3y3tvMMek4ORmz7LgZZzLpEB8kSq6VVnVFf9hoiCtdw1fTFK9qb5wj0rTRulFJUqwqpEABK+O64FWrEjD4mCKrbsEDEE+ygA/KuKrSoVAsxBH2lWg4tXvVafgTiqvFLbxryB4kKRwHIgN4Blk+muKrOMEkvKaUl2Ucf3agN9KyDp9+KruTc+PrGvDhXhHXr9mnOv09cVRYullYFuMiou5RUjKmuwciGgJ8fvOXQBaiqKbRUFXjjkk5NGHHqAV7cggUn9WXEERY82reWDqkvpsKKtV5cD4jk1DT3GCNqVaWeGR2MoBYAAyp6j+ow7oa/aPgKDLB5sd1WD9+qQ+nckA8gghknUt2bj61SR38MujyYFq4gEfJSJJZB8IKo68jX7IWWYEnxHE5XkHWrZRQ5Y+lGjJLI1owbipkKDw+ISCjbbALlcYkc+bJF6Pey22t2MpluYBHcq/xyOhqx6syuWBqO2VGRjIST0fpHov51ad5d8m6No2iyTa1571eBVstDrcvIgpxEk7NcH01HUDlVhnR5OzxqMgmdo0L7/x3kukx5ThMjdC+fRKbH8v9cv71vMPnPUb271a/cS3TSG4YA1ogAW4AVUrQJ2zameIVWwHKI5D8d7hT1Vmh9r0G10WOGL6tJML14hufRRbjjWldreVmXwPNjlU9SbsCvu+/9DikXzRh0fTEgZpHtniRAWM0guFLA7FzHAoptsCd8xTnnff+PepiKedefvINp5cvo/O+l3kcVjqlIPNljAXNqhlYJHfxqkiemrMipNRSKkNQbnMSWo47j8v1Ox0GXennvnq70+3jWFtVt9ctoVKlruKQw26c1+EmJmRCPhKcFJ+zT9jlr45CDcq3d5w77PA/NbokMgtkna3nUAsjSy+pGdvijNwSBShUAbjbp8TYGqlvdOTjKUeR9Eub7zAlwYJrk6dDJKQsEsBiNwDApIluEVSOTUANMx4xPROSQAe76dYySywadNaXCP6HP0lMjcasxf1FWZFQHr0PzzcaDisWLcLJMAF7DotvxsxHS/s4/TUMrSyEKq/ZI5zcgngQtRnb4jHhBp5vPG5FNLWCO1vBd2uoz6TP8KpPI95IZOQq3EG4UFW7Hbftkc0wYcMgJeW36ubizjIGxsU01Ka+NqXmfULW5GwLNcOWUDei/WKqe9SeOYePFG/TRDkYdZY4ZB8Kf85Pebn1bzxBo31o3cPl3TokCzRgOJrs/WHRS4mYUVowQXGaT2iyA5I4x0G/xd/2TjrGZHqfsDw5ntyKMAgUULE8ia9uIQEUzmnbLW9AycVkBXY81U7gdNtqUxVe1wpj40EidYgBvGB7DrXxbFVMS+kxMYkUMDxdQ9RXw+IbYqqegqhOUUgVgOIaJ1O25P8AeAU964qtQ+izoiyhJhSoB5Hwoqyb/OpxVbzb0PT4TejWnH4/SrX7X26V9sVRglVuESyCRTT0zy4hKmpHLklT8xlse5rIoIh5n24yT2i7hUQysSB3DSSAfdmTM9A1xXwTzsyyepMnH4YpP3wMfY+mfUI+e+Sx86RJXN4xlUiS6diOKxB5GXgepVTJy9yAxy0hguostWZXWWhLpH6/b9rkpem25GS4Y9SWPEVNoUZnm4fWIoxxUlpUMm1S4cRgn2B3ygR4rPc2SNddyuZLiWKqCdfSWkbSGR6gjoD6PGv45bPcbfj7GI/H4tCRPPFd2k8PqIIZUkJaWoPFgevAU96g5hGW48m8B9t/kXHdxxvc3MIkkuSC1161xyB6Kpf6qApH7JjUjOo7I1HFGQdT2ng9Nvp+N50tfWmMsMIUK0z3EhQGnGsnG2Do4r1Xr4ZVIUeny/a6eMQttVeCU2/1hZPTABieR2mj2qGkkYQmnQgU6dsjM9a/H2sgO5HWkYMnoR3MsUjlXpynlWQnsKyrGKdtzlE+/wDH3Wmtu5kM2l2+oaRNpuqNNJZ6jby2s0cjStVJ1KvyKzFSaNt4ds1kp1Kxztz8MLiLuq/HV8l+ek1JdITSrnV9Qm1rRZ5LCaF3b0ZprF5Imc+rNuzKhPJXXbl39SmTmoSsAUd3O0srjR6PnDz3Hc/VWW9LtJFIERSLhZZAf2ZFMjspFGox/sTX5yJEcnZxiyf8hfLUGqW2q380DsYpY7SBJjMOTRj1GX1RBzTgZVrvTwy/Bj8QyN0dtnB1czEe57pa6TKNSigitp7e1jih9MF7h44yCxLUFo3fdS9Qc3Oiw8MnDM7jb0CwsNTEdVEoKSfHJ6+/LuBGLZGXxBU50JmBsaqu51fDezJNN0/VIE9doPUjVW/3dPIQD9p342oVge9WZhmuzaiJlXL5frapYygtTup4kMcf1ip8Lh5aBzUBhJbKWT+VqVGZGlxGRBNfL9rQcQNvzM/NbW0138xvNespctcRajq11wZ3eQyQRymKMBpVjYBVQLv4Zx/acgc8vIvY6OHDiiD0AYaJCPhXkioORkRnfiOwor0+/MCnJWtPK1UR5pOY/eFg4DIOx4uRQfLAq76zII/TeaYRj7QVnFFH2VoxpTFWnuXehlBBpVWcvy8O7GoOKtCrqRJz5A8vi5MEAFe4/a7UxV0fORz6aS8jsxV3K77VoFrTCrvSevp8z9qvKrcOFOvHh+NMFqmFqszFfUacNCppBHOyvuKLxqzMR7BcvxC5e5rnKgulSf1DzL3ctBtL6srp2of3ew8OuTkTdsQvSC4MLhrbhw3mkZZGRR2+Fo+K+45ZZDnuGBXhONYTIrrKBzpGVZ0PyjdgO3bLTIsSA1M3ApGAaSE+kvqgEcdq1MKHb3xmTVXumJbiaNuCwvF6nHYIAJGr8XMER1XfvUfRjGQqkUsNuroXKRurMefxFnUDr9paDf8AaGEgDYhQSgpigqEho7A+mBwFQO9PTPOvWuYOSNFviX1d+S1ynp2j/V7eG8nWOSElIZD8SKWcgRmNh/MVSo8c2vY2Xhz10cbXQuD7C0GSOaOG6uIop5GirHMr2kysg+EklYQxTxJ3zb6yIEqB6+bzQ5p5E0loyW6xtb28xovoXDRxsrCoEPqNRf8AYCvtmDM8W/MtsCe9EAMZo1kS4dWHwwStdTMig0BWsA38ST75VY4Ty+z9aDZ82SRh0itkW0DB0+0GuAEr1qvp/cWIrmrmfUXZ44egWOnn+p8rfnrptzoi67qGn6m9nfqlzeevD6iOLuZvTPpKI2UURF/u4q1XmfiHqxbHLkNAgbCOzLTXvfe+U9GGpebvJ/mC7164a51DRbizAHCO3Y294JWOy2iFizfYIJ4qnEbcMweCWTHKfDuPsH3U7Dj4JgDkXsX5CNosPlxw01m99b3kwcyhGn9d5AREAYGMh9IIKp4HfNj2bw8PEeYcHtAyEqepzxfX/MVw7xRXLLHbK0U5eR6mIEUjZCrEVPU7ZtMQrM0E/u3oen29gbSFTbpbsw9NJR6SeoenD1ZIHBp0KUzL1BkZHf8AHu/S66zaJu4La0U/WrO3jkNFUn0GctT4QAkSpUdldDlGOPEdj9/4+RXiLFtVrY6dqfmDVo4p4dBs7u8DxvaKVa1gefiqGBSjDiBx7dsz82eOOFRP3/rY+HxyEe9+YgnnuXlupXKC6YyzSKxRTI1SeQDKtSd88/zT4pmXeXroihXcpN6kiBvUlaNiAqSu7h6bdApB9sqZtGGVnH7hgGBCBVcEsOzDga/L8cVUxGUJZmVJImoyGIbU9yKV+g4FVHi4L6q1DGrsxJAPaoDxKPuxVTVkNQeEYWlOdGpUVrUr+GFXemOSqeLGhKgllB+Qpt8jTAq701+x6Y9brWi0r/q0pT2wqmFukgR3khkZWUGOXissYO+4qNvDlvluOVNcwprHyYKFVlYn4kIC7dlUqT865KQ6oCunp1EoijaQH92saqW+HvxUIQR3+HLMcvJhJYXhkIDxQQu55OSy7gDYNUoFPhQb5fxR67MKKupKAgGFfWoI0eZXWi9TtOFUn/L+jICNm0k9FWO7uPiCThaHk9Vgj4s3XiTNRj798svvYhRuUUhJFW3rIGD3DSRo7nYEFDLKAe9fhJ8cjMHmUgoCbgAUkig5KPhZWWjH/KYOakjMXLzboPevyZ1Wc6fZoWtBFDGY5XnuI1jjWNiq8gzAqaU8a5Zo7ExId65wDCn2t5H10z2kEr+i8zUIMklgB9kCnHmWK03JLLXOw1OIShe/LzeXyjhkz82r3cBlFsHsJgAq2UMVwjHxMcddgd+PqN9GaOUuE1dHzZwF9LU4hCC6LFbSSqwaRAUQo/8ANKpjLhz2CgDLZb8muITm61S08vaBc6pfxQi1tLf6y8ZVFnk4qAiPG3p1dmokdOW5zVQxGeThHMl2BPp9wfOv58RufI19qGow236R1WK2W4eUKJRKxM0qvExQcASK8i3Gg3WiuuVqdpkDkBt9zk6Q3AXzt84eRPL8qR2dzGI4bLzPYT6PcyCdTbvccw9tVBcUID9K7cijNxX4VhpsXFjv4FyM0wJfFMPys83TeVtb1Ty7dvb2x1SS3kt5SlusIltg4UNMbkikivQd1YUIyrS5p47x+bPUYhkAl1e0W2oi91i4uma1naR4f9NmeGJoqQp4TyowNNiYqAZs9Dl489W4WfHWN6baXtr9UDFLGaFowfXVonKRjfl6iS7IW+XuM6HJHjNi/wAfB1Mea0Xd1cz/AFZVs5WYBxGk6KgQjdmWRxyFB9qtPnkjjjEWb+Sz25MC/wCchtfbQvyR8yqkkBbVYLbR7ZontGiP1y4X1ODMzOaxLIBsKeOafXSAgSffvf8AY26CJlmHk/PEpLMxIT6wTQyLb+lWvTcLyHtXauch1enAQ0iFJH5RgMh/uuIQjtuDUU9sUtyQpwCEKu3NiSvL23Kgn78CqIkCjg8auqCqlvhI8CKUJp86e2FVWJPSAlBjUqeRYSqK7dOKyA9+2KtrI0bIySKjv9lUCMKHrUmSo+RwK6R/UUmf07iQAgKzKqoP8lkk3+VMaVQ4S/3nKKnWnOOnh9mtP+FwqmK21oW5BYZIwtDH9kGo+3Q3ANfYHJkMQW1kWVh6sy8YqfFGkQZVHQKDOB9HXCJ9GJCunFk5K8KPK1CSQhA705SmhPf9eZWORaZDdZIytKwQpLzP7tgWFANgVBkqD8q5CUr5Mw0pbh6bmKYrRgTI7nwIYM1BSm1BlkTLkxKJYiJQS6eqacRJG0S0PiTRt/HlkgSNubE7rk9KOpjkWFySy8SzyA9CH/ebbdNq5In4JAQN04KgtNDOSeMcLNIxX33egHhSpzBye9vi9M/KfUo4uSSwRzvYXQ9NpXIdPVQU9RGuI/3YIP2QaZGMiKPmyIFF9lflvdtd2a20k8EBL0Zl4o0TGlS0ctwWYeHQHO402YnD3vO63F63tNrBF9XEsa2M78QpIg4NPx2o4+tFSBWvwtX3zT5TLiN3+Pg4oEfx/asnnntWWIyWCQooAt47dEkG9C3KS+G4PRpK5ZjgSL3v4/8AEpJHIfj7WPfmfrV3qN5oHkeyuYZJbgxanqJkCBhBEwW2jfldlSWkDNtyA4DbKez48JlkPuH6XLNHl0ed/nZFaajY6lp51BbzUbaFUj05eTcpAhYE0uCr0FTyDClD0oxGJluV0ObnaegAXlXkPSruPy+8OpRJNLG7TcFe7maEhnk48OSoFBR+fhRz+zPleCcokDucjJETeZfmjbJpHnKaf1vqn1sC5RTCaLI4q55NyJo6ktQqKhjShGYGsmYkkdXIw/TTPPy/82fpm4S5upYLe+iKG44O0kjPwoHiUzrVH41qQadqZfoMhx5+EnkAw1OMSg+gbS/e7iSS41SB4iok9ORZqzOB1EfrBUp3LMPYHO3xmyKHx2/U88YcKa2KpIClzCs5ADpAXMZEbGtbfncxhw3U1oT75LPdbfj37NU5Dq+fv+cz9eP+GfLPl3nBB+ldSuNRkhRmUtDZ26wwkcpmDAtcP0GxX2zne1ZmMeHv/H6nY9l4wSZvjFobRh6cbJ6lAPUoFYHfoTMFNem4zny7tdIsCH01MUKbFogFYF6deRnJ/GmRKqJWMlY+S/uwSWfiN+6grIVI/HEKtIoigtG1Ku9GPjQDZqU9tsVbJNeYKKjqKRMzDbxA5dfpxV0aIwo4CxjYsq1qfcnYHFXIqyMJHaKiginI9Cew5fa9q4VVtuHp+ptx6VPLj8uWKrpDZ1PBSTQUAacb96VWtfntlsqao26ttwf4IjLUV+OYSU9+C8ev83xZWWaNtm/dnmloR/u/1XYPx7cuaU69K/FmXhvhLTkpZOyekvqpb+t8W4dvV4fs7OnGn8vDB1UIflB6g/djnv649Q8juOVfg40+WT3SiImhBFYw7kkw/vEUBPBqoyk+5p8sHuYlUiJHp8URpafui70bj/lVU7U/n+jJm2I5oKZo+UoSMBqHiRJGQF78QEH/AAprmJNvizD8s2uRqN76ETyVhi2MsKEJVuQBnjYGor79Mqly3bH2r+U0mpfUYxHbqdNMaeiYriARqf8Ai0eiWYfzciF+jO07K4vB3dHrvqfQmmPam1P1mEq/w+qDNcnfahUpEFp/L6e1MwtQDxf2fj5upyILV3swbflBCzGReHOe8WYNy2p6EJkO3T1KLl+Dio86+H6f0bojy+DE9KkuD+b3mM6tb2C64Uj/AEUJbi5LjT/Qj9MoZIQCvp/a5inLnTfMaPD4Ua+z3m7+Pc7TJy28v2Ma89NqXO84x2H1UxP6ASSb6wLf1AJPRITgQCa/D+8+EBPjaErrZfV1c7D9DxrTZfNAS2+r2tnJZmn1EXF1OkQ3QpT6jbsp/YCe/pGPb6uMsl4VBshd9Xkv5pvqn6btm1iHTTW3j+pJpswEQHJuJ5GIsandQyhfT48ax8Tms1nh1vyouXg5GkP+XT6sNdgNrDC0RDchJNx4nmOPEpEa7/ygJ1yiVb19XpZ9N+T640OXUuMXqWsQmLb/AFa6tTSfb/ftuEP+yoc77TXwjup53U1x7Mz097kQrWCcoZKAGeMKLjxQzRGreIPw/wAppmVm8qv9Drp83x//AM5iPfnzn5eMsKrpH6Cb0FSaFpvrH1yf60WMcQP2uFAo6Uzlu2OLjF/jYfj3273sn+6PvfM5MHAeso5g9mahX24LxA8e9c0btXIbfn8ax+ny/wB2NJx+ii8/uwKvUp8XJYeFDw9VpONf8mq1r8vpxCuqeLcxb+lx/eb/AAl+1PTFA3zwqhmMe/qKP+K/i27dOC/2YquiMe5ZaoKeqvKjE17HjUfQDgVsGOteICUGxaop7EDr8hXFVeop9hOVOvNeXD/ga1xV/9k=","width":220,"height":309}]},{"id":"msg-1792772150850-b1av7e5","role":"user","content":"Discuss “Thomas Leonard” and the full content of the current scene.","timestamp":"2026-10-23T16:15:50.850Z","source":"ai"},{"id":"msg-1792772161413-ln99m9z","role":"assistant","content":"Thomas Leonard is a genuinely odd figure to place at the origin of coaching: his training was in financial planning, not psychology or sport, and that background shows in what he actually built. Coach U and the ICF were not contributions to coaching theory — he didn't develop a method the way Gallwey or Whitmore did — they were infrastructure: a curriculum that could be franchised, and a body that could certify it. That's why the two milestones sit downstream of him in sequence rather than, say, as kinds of something he originated. The honest way to describe his role is entrepreneurial and institutional rather than intellectual: he gave coaching a repeatable training product and a credentialing apparatus before there was much empirical or theoretical substance to credential against.\n\nThat ordering also exposes a real tension in how the field came together. Coach U (1992) predates any serious academic coaching psychology by nearly a decade — Anthony Grant's unit at Sydney doesn't appear until 2000, and the first meta-analyses establishing that coaching actually produces measurable effects don't land until 2014. So the professional scaffolding — training hours, credential levels, a code of ethics — was built and functioning for over twenty years before there was much evidence-based foundation underneath it. Leonard's achievement was making coaching teachable and credentialable; it did not, by itself, make coaching validated. That gap between \"institutionally organized\" and \"empirically grounded\" is one of the more persistent debates in the field, and it traces back structurally to this founding moment: the ICF had to define competencies and ethics largely from practitioner consensus, not from research, because the research didn't exist yet to draw on.\n\nWorth noting too: Coach U and the ICF are closely linked but not the same kind of thing — one is a training school, the other a professional/credentialing body — and the founding of each in short succession (1992, 1995) set the template still visible today, where coach training and credentialing bodies are distinct institutions that coaches must engage with separately. That split is part of why \"the profession\" ended up so decentralized compared to fields like clinical psychology, where training and licensure are more tightly fused.","timestamp":"2026-10-23T16:16:01.413Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T16:16:01.415Z"},{"nodeId":"n-mermaid-mvl4xa89-216","messages":[{"id":"msg-mermaid-mvl4xa89-214","role":"assistant","content":"Anthony Grant (1961–2020), an Australian psychologist who founded the Coaching Psychology Unit at the University of Sydney in 2000, the first university unit devoted to coaching, and spent two decades building the evidence base for coaching through research on goal-directed self-regulation and solution-focused approaches. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-217","messages":[{"id":"msg-mermaid-mvl4xa89-215","role":"assistant","content":"A British psychologist who established coaching psychology in the United Kingdom, founding the Coaching Psychology Unit at City University in 2005 and co-founding the Special Group in Coaching Psychology within the British Psychological Society in 2004. He developed cognitive-behavioural coaching and has edited the field's main handbooks. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-218","messages":[{"id":"msg-mermaid-mvl4xa89-216","role":"assistant","content":"A British author and researcher who gave mentoring its modern theory from the 1980s, co-founded the European Mentoring and Coaching Council, and later became a leading voice on team coaching and on the coach's reflective practice. His work spans the whole field and much of its institutional history. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-219","messages":[{"id":"msg-mermaid-mvl4xa89-217","role":"assistant","content":"A British professor and consultant who developed systemic team coaching, the CLEAR conversation model, and the three-function model of coaching supervision (normative, formative, restorative) that the profession has largely adopted. His work made supervision and team coaching serious disciplines within the field. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-22","messages":[{"id":"msg-mermaid-mvl4xa89-8","role":"assistant","content":"The founding belief of coaching that the client is capable, whole, and able to generate their own answers. Carl Rogers held the same view of his clients in therapy; coaching made it a professional premise. Everything else in the craft follows from it: if the client is resourceful, the coach's role is to draw out rather than to supply. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-220","messages":[{"id":"msg-mermaid-mvl4xa89-218","role":"assistant","content":"An American executive coach, widely described as the most influential in the world, whose stakeholder-centred method enlists a leader's colleagues in their change and measures the result by their feedback. His book What Got You Here Won't Get You There made the problems of successful leaders a popular subject. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-221","messages":[{"id":"msg-mermaid-mvl4xa89-220","role":"assistant","content":"The 1960s cultural movement, centred on the Esalen Institute in California, that grew from humanistic psychology and promoted the belief that ordinary people have untapped capacity for growth and self-realisation. It is the prehistory of coaching: the culture into which the first pioneers were born and whose optimism about human potential coaching inherited. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-222","messages":[{"id":"msg-mermaid-mvl4xa89-221","role":"assistant","content":"The publication in 1974 of Timothy Gallwey's The Inner Game of Tennis, which argued that a player's main obstacle is their own inner critic and that a coach helps most by quieting it. The book's formula, performance equals potential minus interference, and its model of non-directive coaching are the founding ideas of the modern profession. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"},{"id":"msg-1792771751551-nm3mdxp","role":"user","content":"Explain “The Inner Game (1974)”.","timestamp":"2026-10-23T16:09:11.551Z","source":"ai"},{"id":"msg-1792771762408-k3pshfw","role":"assistant","content":"The Inner Game of Tennis is worth pausing on because it did something unusual for a sports book: it located the obstacle to performance inside the player rather than in technique. Gallwey's core move was to split the self in two — he called them Self 1 and Self 2. Self 1 is the conscious, verbal, judging mind: the voice that instructs, criticizes, worries about the score, and tells the body what to do. Self 2 is the body's own intelligence — the organism that already knows how to learn and move, the way a child learns to walk without anyone explaining physics to it. Gallwey's claim is that Self 1's chatter is what actually produces bad shots, tight muscles, and choking, not lack of skill. Performance, in his phrase, equals potential minus interference: $Performance = Potential - Interference$. Improvement therefore isn't mainly about acquiring new instructions; it's about quieting Self 1 so Self 2 can do what it already can.\n\nWhat made this more than a sports psychology anecdote is that it gave coaching a mechanism and a stance at the same time. The mechanism is interference-reduction rather than instruction-giving; the stance is that the person being coached already contains the capability, and the coach's job is to help them get out of their own way — through non-judgmental attention (notice what is actually happening, not what you think should be happening) and through trust in the body's capacity to self-correct once judgment is suspended. This is a genuine departure from the traditional model of a coach as an expert who corrects your form from outside.\n\nThe easy confusion is to read this as a book about tennis technique, or as a forerunner of sports psychology generally. It's narrower and more specific than that: it isn't about mental toughness, visualization, or arousal control in the usual sports-psych sense. It's about a particular theory of attention and self-interference, and about awareness as the lever of change rather than advice. That's also why its influence reached so far outside tennis — into music, business, and eventually the whole coaching profession — because the claim \"the obstacle is in the mind, not in the skill\" generalizes to almost any performance domain, while a tip about your backhand grip does not.","timestamp":"2026-10-23T16:09:22.408Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T16:09:22.408Z"},{"nodeId":"n-mermaid-mvl4xa89-223","messages":[{"id":"msg-mermaid-mvl4xa89-222","role":"assistant","content":"The founding in 1992 by Thomas Leonard of Coach University, the first school for training coaches. It created the coaching industry as a trade with its own training, its own practitioners, and its own market, and it established life coaching as a niche distinct from sport and business. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-224","messages":[{"id":"msg-mermaid-mvl4xa89-223","role":"assistant","content":"The publication in 1992 of John Whitmore's Coaching for Performance, which carried Gallwey's ideas into business and popularised the GROW model. It is still the best-selling coaching book, and it gave managers and organisations a reason to take coaching seriously. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-225","messages":[{"id":"msg-mermaid-mvl4xa89-224","role":"assistant","content":"The founding in 1992 of the European Mentoring Centre, which became the European Mentoring and Coaching Council and the main professional body for coaches and mentors in continental Europe. Its origin in mentoring explains the EMCC's continued treatment of coaching, mentoring, and supervision as one field. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-226","messages":[{"id":"msg-mermaid-mvl4xa89-225","role":"assistant","content":"The founding in 1995 of the International Coaching Federation, initially by Thomas Leonard, as the first global professional body for coaches. It gave the profession a competency model, a credentialing system, and an ethics code, and it is now the largest coaching body in the world. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-227","messages":[{"id":"msg-mermaid-mvl4xa89-226","role":"assistant","content":"The founding in 2000 of the Coaching Psychology Unit at the University of Sydney by Anthony Grant, the first university unit devoted to coaching. It marks the beginning of coaching as an academic discipline and of the research programme that would test whether coaching works. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-228","messages":[{"id":"msg-mermaid-mvl4xa89-227","role":"assistant","content":"The publication around 2014 of the first large meta-analyses of coaching outcomes, which combined the existing studies and found moderate positive effects on performance, wellbeing, and goal attainment. It is the moment coaching acquired an evidence base, and the moment the limits of that base became visible. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-229","messages":[{"id":"msg-mermaid-mvl4xa89-228","role":"assistant","content":"The revision in 2019 of the International Coaching Federation's core competency model, the profession's most widely used description of its own craft. The revision reduced eleven competencies to eight, reorganised them into four domains, and added the coaching mindset, recognising that technique without stance is not coaching. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-23","messages":[{"id":"msg-mermaid-mvl4xa89-9","role":"assistant","content":"The habit of regularly examining one's own practice. After a session the coach asks what happened, what they did, what they might have done differently, and what their own reactions reveal. It is how a coach keeps improving after formal training ends. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-230","messages":[{"id":"msg-mermaid-mvl4xa89-229","role":"assistant","content":"The introduction in 2022 by the International Coaching Federation of a situational-judgement examination as a requirement for its credentials, replacing an earlier knowledge test. It added a written assessment of ethical and practical reasoning to the recorded-session evaluation, completing the modern credentialing process. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-24","messages":[{"id":"msg-mermaid-mvl4xa89-10","role":"assistant","content":"The capacity to notice and manage one's own emotions during a session. A client's story may provoke anxiety, irritation, or a strong desire to help; the coach feels these and does not act on them, so that the client's agenda rather than the coach's discomfort steers the conversation. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-25","messages":[{"id":"msg-mermaid-mvl4xa89-11","role":"assistant","content":"A disposition of genuine interest in how the client sees things. Curiosity is the opposite of diagnosis: it asks \"how is it for you?\" rather than \"what is wrong here?\". It is also what keeps questions open, because a coach who is curious does not already know the answer. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-26","messages":[{"id":"msg-mermaid-mvl4xa89-13","role":"assistant","content":"The specific topic or question the client chooses to work on in a session. Naming it is the client's act, not the coach's, and a skilled coach helps the client narrow a vague concern (\"my job\") into something a single conversation can move (\"whether to apply for the role I was told about\"). ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-27","messages":[{"id":"msg-mermaid-mvl4xa89-14","role":"assistant","content":"The outcome a client says they want from a session, such as a decision, a clearer picture, or a plan. Agreeing it at the start lets coach and client judge at the end whether the session delivered, and it keeps the conversation from drifting into whatever is most interesting. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-28","messages":[{"id":"msg-mermaid-mvl4xa89-15","role":"assistant","content":"The explicit understanding of what coach, client, and any sponsor are each responsible for. In coaching the client owns the goals and the actions, the coach owns the process, and a sponsor pays and may receive agreed information but does not direct the content. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-29","messages":[{"id":"msg-mermaid-mvl4xa89-17","role":"assistant","content":"The sense of ease and connection between coach and client. Rapport is partly natural fit and partly built: by matching the client's pace, showing interest, and being reliable. It is the felt side of the working alliance that research identifies as the strongest predictor of coaching outcomes. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-3","messages":[{"id":"msg-mermaid-mvl4xa89-45","role":"assistant","content":"### The Coaching Engagement\nA coaching relationship has a shape, and the shape is remarkably constant across niches, schools, and countries. It begins before any coaching happens, with a conversation about whether coach and client should work together at all, and with the **contracting** that sets terms, goals, confidentiality, and, where an organisation is paying, the three-way arrangement between coach, client, and sponsor. It continues with **discovery**: the coach learning the client's situation through an intake conversation and sometimes through instruments such as 360-degree feedback or personality questionnaires. From discovery come **goals**, the objectives the engagement will pursue, written carefully enough that progress can be judged. Then the sessions themselves, typically six to twelve over several months, each structured by one of the **conversation models** that give a session a repeatable arc. Between sessions the client acts, and the engagement tracks that action through **accountability** arrangements and fieldwork. And at the end comes **review and closure**: an assessment of what was achieved and a deliberate ending that leaves the client able to continue alone.\n\nTwo features of this shape deserve attention. The first is how much of it happens outside the session. The conversations are the visible part, but the contracting, the fieldwork, and the review are where the engagement succeeds or fails, and experienced coaches spend proportionally more time on them than beginners do. The second is the role of the **triangular contract** in organisational coaching. When a company pays for an executive's coaching, there are three parties with three sets of interests, and the question of who learns what about the work is the single most common source of ethical trouble in the profession. The contracting phase exists largely to settle it in advance.\n\nThe session models deserve a word on their own. The most famous, GROW, was popularised by John Whitmore in 1992 and moves a conversation through the client's goal, their current reality, the options open to them, and what they will do. Its rivals (CLEAR, OSKAR, and others) rearrange the same ingredients with different emphases. None is required, and experienced coaches rarely follow one step by step, but every coach learns at least one, because a model gives a beginner a place to stand and gives any conversation a direction when it loses its way. The techniques listed alongside the models, wheel-of-life charts, values exercises, visualisation, journaling, are the practical repertoire a coach draws on inside the structure: optional instruments, never the point. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-30","messages":[{"id":"msg-mermaid-mvl4xa89-18","role":"assistant","content":"The practice of naming the client's strengths, efforts, and qualities as the coach notices them. It is not flattery, which is general and unearned, but specific observation: \"you kept going back to that even when it was uncomfortable.\" Acknowledgement builds confidence and signals that the coach is actually paying attention. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-31","messages":[{"id":"msg-mermaid-mvl4xa89-19","role":"assistant","content":"The coach's attentiveness to the client's identity, culture, values, and circumstances. A question that is normal in one culture is intrusive in another; a goal that counts as success in one life is irrelevant in another. The competency is to adjust without assuming. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-32","messages":[{"id":"msg-mermaid-mvl4xa89-20","role":"assistant","content":"The coach's willingness to be a real person in the conversation rather than a technique. It includes admitting uncertainty, naming the coach's own reaction when it is useful, and dropping the professional mask when the mask is getting in the way. Rogers called this congruence. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-33","messages":[{"id":"msg-mermaid-mvl4xa89-22","role":"assistant","content":"The practice of giving the client undivided attention. It means noticing when one's mind has gone to the next question or to one's own concerns, and returning. Clients feel the difference between being heard and being waited for. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-34","messages":[{"id":"msg-mermaid-mvl4xa89-23","role":"assistant","content":"The deliberate use of pauses. After a question, after a client's answer, after a moment of emotion, the coach waits. Silence gives the client room to think past their first answer, and much of the real thinking in a coaching session happens in the pause the coach declined to fill. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-35","messages":[{"id":"msg-mermaid-mvl4xa89-24","role":"assistant","content":"The practice of letting the client set direction. The coach offers choices (\"do you want to stay with this or go back to what you said earlier?\"), follows the client's lead, and treats the conversation as shared work rather than an interview the coach conducts. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-36","messages":[{"id":"msg-mermaid-mvl4xa89-25","role":"assistant","content":"The capacity to stay at ease when the conversation has no clear answer or shape yet. The urge to tidy, to reach for a model or a solution, is strong; a present coach resists it and lets the client find their own way through the uncertainty. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-37","messages":[{"id":"msg-mermaid-mvl4xa89-27","role":"assistant","content":"The skill of restating, summarising, or mirroring what the client has said. Hearing one's own reasoning spoken back often reveals its gaps or its force, and reflecting back shows the client they have been heard without the coach adding any interpretation. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-38","messages":[{"id":"msg-mermaid-mvl4xa89-28","role":"assistant","content":"The skill of observing changes in the client's energy, tone, posture, or emotion. A sudden flatness, a brightening, a pause before a word, are all information about what matters. The coach notices and, when useful, names what they saw and asks the client about it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-39","messages":[{"id":"msg-mermaid-mvl4xa89-29","role":"assistant","content":"The skill of hearing the values and beliefs beneath a client's literal words. \"I should probably take the promotion\" contains an obligation, a reluctance, and a hint of someone else's expectation. A coach listening for values hears all three. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-4","messages":[{"id":"msg-mermaid-mvl4xa89-81","role":"assistant","content":"### Foundations\nCoaching did not invent its ideas. It borrowed them, and it borrowed from a great many places at once: from the psychology of the mid-twentieth century, from theories of how adults learn and change, from brief therapy, from philosophy of language, from sport, and from business. The foundations of coaching are this inheritance, and understanding them is what separates a coach who knows why a technique works from a coach who merely knows that it does.\n\nThe inheritance arrives in three layers. The deepest is the **psychological traditions**: whole schools of thought about human nature and change that predate coaching by decades. Humanistic psychology gave coaching its stance, the belief that people grow when accepted and that a helping relationship needs empathy, genuineness, and regard more than expertise. Cognitive-behavioural psychology gave it the insight that thoughts, feelings, and actions shape one another and that working on thinking changes behaviour. Positive psychology gave it the study of strengths and flourishing. Psychodynamic thought, Gestalt, Transactional Analysis, and systems theory each contributed a vocabulary that coaches use without always knowing its source.\n\nThe middle layer is the **theories of learning and change**: more specific accounts of how adults develop, learn from experience, reflect, change their minds, sustain motivation, and move through the stages of a change. These are the mechanisms behind the competencies. When a coach protects a client's autonomy, Self-Determination Theory is why; when a coach names progress, Bandura's self-efficacy is why; when a coach asks what the client will do with an insight, Kolb's learning cycle is why.\n\nThe top layer is the **coaching approaches**: the named methods that apply particular traditions to the work of coaching. Solution-focused coaching descends from brief therapy; cognitive-behavioural coaching from CBT; positive psychology coaching from Seligman's programme; ontological coaching from philosophy of language; systemic coaching from systems theory. Each approach is a different answer to the question of what a coaching conversation should attend to, the future or the thinking or the strengths or the language or the system, and most practising coaches blend several.\n\nThe three layers connect in one direction. A tradition supplies the ideas; a theory sharpens them into mechanisms; an approach turns them into a method. A learner who follows that chain for any single approach, say from humanistic psychology through Rogers's core conditions to the coaching mindset, has understood how the whole subject is put together. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-40","messages":[{"id":"msg-mermaid-mvl4xa89-30","role":"assistant","content":"The distinction, widely taught in coach training, between listening to the content, listening fully to the speaker, and listening to the whole field of the conversation including what is unspoken. It gives learners a vocabulary for noticing which kind of listening they are doing. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-41","messages":[{"id":"msg-mermaid-mvl4xa89-32","role":"assistant","content":"Open questions that prompt the client to think more deeply or differently. \"What would you do if you were not afraid?\" is a coaching question; \"have you considered talking to your manager?\" is advice in disguise. The best questions are short, and the coach does not know the answer. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-42","messages":[{"id":"msg-mermaid-mvl4xa89-33","role":"assistant","content":"The technique of offering a different way to interpret a situation. A failure becomes data; a difficult colleague becomes someone under pressure; a stuck decision becomes two values in tension. The coach offers the frame and the client decides whether it fits. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-43","messages":[{"id":"msg-mermaid-mvl4xa89-34","role":"assistant","content":"The skill of saying clearly what the coach notices, thinks, or senses, without hedging. \"You have described three reasons not to, and none for\" is direct communication. It respects the client enough to be honest and relies on the trust already built. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-44","messages":[{"id":"msg-mermaid-mvl4xa89-35","role":"assistant","content":"The act of offering what the coach has seen or intuited, held lightly for the client to accept or reject. \"I notice you smiled when you said that\" or \"I have a sense that something else is going on here\" put the coach's perception in the room as material, not verdict. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-45","messages":[{"id":"msg-mermaid-mvl4xa89-36","role":"assistant","content":"The use of images, stories, and comparisons to help a client grasp or express an experience. Clients often supply their own (\"I feel like I am treading water\"), and a coach can work inside the image (\"what would reaching the side look like?\"). Metaphor reaches what literal description cannot. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-46","messages":[{"id":"msg-mermaid-mvl4xa89-37","role":"assistant","content":"Assumptions a client holds about themselves or the world that restrict what they consider possible: \"I am not a leader\", \"people like me do not do that\". Surfacing and examining such beliefs is often the turning point of an engagement, and cognitive-behavioural and adult-development theory both offer methods for it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-47","messages":[{"id":"msg-mermaid-mvl4xa89-39","role":"assistant","content":"The move from a realisation to a choice. A client sees that they have been avoiding a conversation; the coach asks what, if anything, they want to do about it. The question converts awareness, which fades, into intention, which can be acted on. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-48","messages":[{"id":"msg-mermaid-mvl4xa89-40","role":"assistant","content":"The joint shaping of specific next steps the client will take. Good actions are small, concrete, owned by the client, and scheduled. The coach helps sharpen them and tests whether the client actually intends to do them rather than merely agreeing to please the coach. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-49","messages":[{"id":"msg-mermaid-mvl4xa89-41","role":"assistant","content":"The arrangement by which the client reports back on their commitments. The coach does not police; the client decides how they want to be held to account and the coach follows up. Accountability works because stating an intention to another person changes the likelihood of acting on it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-5","messages":[{"id":"msg-mermaid-mvl4xa89-136","role":"assistant","content":"### Coaching Niches\nCoaching is a single craft applied to many kinds of client, and the niches are the names the market has given to those applications. The oldest and most lucrative is **executive coaching**: one-to-one work with senior leaders, paid for by their organisations, aimed at effectiveness in the role. Close to it sits **leadership coaching**, which develops the capacity to lead at any level, and **team coaching**, which treats a whole team as a single client and is the fastest-growing niche of the 2020s. **Life coaching** is the niche Thomas Leonard invented in the early 1990s and the one most people picture when they hear the word: individuals working on purpose, relationships, balance, and transitions. **Career coaching** handles the choosing and changing of work; **health and wellbeing coaching** supports changes to habits and has borrowed heavily from motivational interviewing; **business coaching** serves owners and entrepreneurs. Two niches are defined by format rather than client: **internal coaching**, where the coach is an employee of the client's organisation, with all the confidentiality complications that implies, and **group coaching**, where several unrelated people are coached together.\n\nThe niches share the competencies and differ in context. An executive coach needs to understand organisations, contracting with sponsors, and the use of 360-degree feedback; a health coach needs the stages-of-change model and a sense of where coaching ends and medicine begins; a team coach needs systems theory and a tolerance for conflict in the room. The professional bodies increasingly offer niche-specific credentials, team coaching in particular, in recognition that the context demands its own knowledge. For a practitioner, choosing a niche is also a commercial decision, since a coach who is identifiable in the market as \"the coach for X\" finds clients more easily than a generalist. The niches, then, are at once applications of the craft, bodies of contextual knowledge, and positions in a market. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-50","messages":[{"id":"msg-mermaid-mvl4xa89-42","role":"assistant","content":"The practice of noticing and naming the client's progress over time. Clients often forget how far they have come; a coach who remembers and reflects it back strengthens the client's sense of their own capability, which research on self-efficacy shows to be a driver of further change. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-51","messages":[{"id":"msg-mermaid-mvl4xa89-43","role":"assistant","content":"The principle that the client owns their goals, choices, and actions. It is why coaches do not give advice, do not set tasks, and do not define success for the client. Self-Determination Theory explains why it matters: goals that feel chosen are pursued; goals that feel imposed are quietly dropped. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-52","messages":[{"id":"msg-mermaid-mvl4xa89-44","role":"assistant","content":"The way a session ends: a summary of what emerged, the actions agreed, and a brief reflection on what the client learned about themselves. A good close returns ownership to the client and makes the session's gains portable into the week ahead. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-53","messages":[{"id":"msg-mermaid-mvl4xa89-46","role":"assistant","content":"### Contracting\nBefore the first coaching conversation there is a different conversation, about the terms on which the coaching will happen. Contracting sets out what the engagement is for, how long it will run, what it costs, how confidentiality works and where its limits are, and what each party is responsible for. In private coaching this is a two-party matter and relatively simple. In organisational coaching it becomes **triangular**: the organisation pays, the client receives, and the coach must agree with both what the sponsor will and will not be told. Contracting also includes the **chemistry session**, an initial meeting to test whether coach and client can work together, which many engagements make a condition of starting. The phase is often treated as administrative and it is not. Most ethical failures in coaching trace back to something that was not agreed at the start: a sponsor who expected reports, a client who assumed therapy, a goal that was the manager's and not the client's. A good contract makes the later work possible; a bad one makes it dangerous. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-54","messages":[{"id":"msg-mermaid-mvl4xa89-51","role":"assistant","content":"### Discovery\nA coach does not diagnose, but a coach does need to understand. Discovery is the early phase of an engagement in which the coach learns who the client is, what their situation is, and what they bring to it. The simplest instrument is an **intake session**, a long first conversation about the client's history, circumstances, and reasons for seeking coaching. In organisational settings discovery often adds **360-degree feedback**, in which the client's colleagues, reports, and managers rate the client's behaviour, and **psychometric instruments**, standardised questionnaires on personality, preferences, or strengths. These instruments are not diagnostic in the clinical sense; they are mirrors, giving the client a structured picture of themselves that the coaching can then work with. The phase has a boundary worth noting. Discovery gathers information for the client's use, not for the coach's expertise, and a coach who turns discovery into assessment, arriving at conclusions about what the client needs, has drifted toward consulting. The information belongs to the client and the client decides what it means. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-55","messages":[{"id":"msg-mermaid-mvl4xa89-55","role":"assistant","content":"### Goal Setting\nCoaching is goal-directed, and goal setting is where the client's wishes become objectives that can direct the work and be checked for progress. The classic discipline is **SMART**: a goal should be specific, measurable, achievable, relevant, and time-bound, a formula that originated in management and is backed by Edwin Locke and Gary Latham's research showing that specific, challenging goals produce better performance than vague or easy ones. Coaching adds a second discipline that management often omits: a goal should be the client's own. **Values-based goals**, chosen because they express what the client cares about rather than what is expected of them, are pursued; goals borrowed from a manager, a parent, or a culture are quietly abandoned, and Self-Determination Theory explains why. The two disciplines can conflict. A values-based goal may resist measurement, and a measurable goal may be hollow. Skilled goal setting holds both, helping a client articulate what matters and then find a form for it that can be worked on. Goals also move; what a client wanted in session one is often not what they want by session four, and a coach revisits goals rather than defending them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-56","messages":[{"id":"msg-mermaid-mvl4xa89-58","role":"assistant","content":"### Conversation Models\nA coaching conversation can go anywhere, and a model is a way of making sure it goes somewhere. The models are named sequences of stages that give a session a repeatable arc: establish what the client wants, examine where they are, generate possibilities, commit to action. **GROW** (Goal, Reality, Options, Will), popularised by John Whitmore in 1992, is the oldest and most widely taught. **CLEAR** (Contracting, Listening, Exploring, Action, Review), from Peter Hawkins, puts explicit agreement at the start and reflection at the end. **OSKAR** (Outcome, Scaling, Know-how, Affirm and Action, Review) comes from the solution-focused tradition and replaces the examination of reality with the examination of what already works. There are many others, mostly rearrangements of the same four or five ingredients. Their value is pedagogical and practical. A beginner needs a structure to hold while learning to listen; an experienced coach needs a direction to return to when a conversation wanders. What no model does is produce coaching by itself. A session that walks dutifully through GROW without presence or listening is a checklist, and clients notice. The models are scaffolding, and the competencies are the building. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-57","messages":[{"id":"msg-mermaid-mvl4xa89-66","role":"assistant","content":"### Action and Accountability\nWhat happens between sessions is where coaching produces its results, and this phase is the machinery for it. **Action planning** turns a decision made in a session into concrete, scheduled steps. **Fieldwork**, the tasks, experiments, and observations a client agrees to carry out, is the client's laboratory: the place where a new behaviour is tried and its results brought back. **Accountability structures** are the arrangements, check-ins, logs, a message at the start of each session, that help a client keep to what they said. The theory is experiential learning: David Kolb's cycle holds that learning requires action followed by reflection, and the coaching session is the reflection on the fieldwork of the week before. The ethics of the phase matter. Actions and fieldwork are the client's, chosen by the client, and a coach who assigns homework or scolds its omission has become a teacher or a parent. Accountability in coaching is something the client asks for and designs, and its effect comes not from pressure but from the simple fact that stating an intention to another person changes the probability of acting on it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-58","messages":[{"id":"msg-mermaid-mvl4xa89-70","role":"assistant","content":"### Review and Closure\nEngagements end, and how they end determines whether their gains last. **Progress review** happens periodically through an engagement: the goals are revisited, what has changed is named, and goals that no longer fit are revised. **Outcome evaluation** happens at the end and asks the harder question of whether the agreed outcomes were achieved; in sponsored coaching it is often reported to the organisation in agreed general terms. **Ending the engagement** is a deliberate act, not an expiry. A good ending consolidates what the client learned about themselves, names the capabilities they have built, and plans how they will continue without the coach. The profession takes endings seriously because dependence is a real risk. A client who needs the coach has been failed; the aim from the first session was to make the coach unnecessary, and closure is where that aim is tested. Research on coaching outcomes relies on the measures taken here, which gives the phase a second role: the data for the profession's evidence base is collected one closure at a time. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-59","messages":[{"id":"msg-mermaid-mvl4xa89-74","role":"assistant","content":"### Coaching Techniques\nBeyond the conversation itself, coaches carry a repertoire of structured exercises that can be brought into a session when they fit. The **wheel of life** asks a client to rate their satisfaction across several areas of life on a circular chart, producing an instant picture of where attention is needed. **Values clarification** helps a client identify and rank what matters most, and feeds directly into goal setting. **Visualisation** invites a client to imagine a desired future in sensory detail, which both clarifies the goal and, by rehearsing it, makes it feel reachable. **Perspective shifting** asks a client to look at their situation from several different viewpoints, their own, a colleague's, a future self's, which is reframing made into an exercise. **Journaling** extends reflection beyond the session. **Mindfulness practice** trains the attention that presence requires, for coach and client alike. The techniques are instruments, not methods; a coach who leads with techniques is performing coaching rather than doing it. Used sparingly and when a client is ready for them, they can move a stuck conversation and give a client something tangible to take away. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-6","messages":[{"id":"msg-mermaid-mvl4xa89-148","role":"assistant","content":"### The Profession\nA craft becomes a profession when it acquires institutions: bodies that set standards, credentials that signal competence, a code of ethics with teeth, a tradition of supervision, and an economy that supports practitioners. Coaching has acquired all of these in roughly thirty years, and it has done so in the absence of the thing that usually drives professionalisation, which is law. Nowhere is coaching a licensed activity. Anyone may use the title, and the entire apparatus of the profession is voluntary.\n\nThree **professional bodies** dominate. The International Coaching Federation, founded in 1995, is the largest and most global; the European Mentoring and Coaching Council, with roots in 1992, is strong in Europe and distinctive in treating mentoring and supervision as part of the same field; and the Association for Coaching, founded in Britain in 2002, co-authored a Global Code of Ethics with the EMCC. Each runs a **credentialing** process of the same general shape: accredited training, logged coaching hours, mentor coaching, a performance evaluation of recorded sessions against a competency framework, an examination, and continuing education for renewal, with credentials in graded levels from associate to master. Each publishes a **code of ethics** and runs a complaints process. And each promotes **supervision**, the regular reflective relationship with a trained supervisor that the profession has adopted from psychotherapy and social work as its main quality mechanism.\n\nAround the institutions sits the **business of coaching**: how practitioners find clients, choose a niche, set prices, and market themselves, and increasingly how they relate to the coaching platforms that match coaches with corporate clients at volume. The profession also defines itself against its neighbours, and the **adjacent professions** of mentoring, psychotherapy, consulting, training, and facilitation are where the definitional work is done: coaching is what remains when those are subtracted, and the boundaries are policed in ethics codes and competency frameworks. Finally, the profession is changing. **AI coaching**, managers trained to coach, and the delivery of coaching at scale through platforms are reshaping who coaches, who is coached, and what the credential is worth. The profession's central question, whether voluntary standards can do the work that law does elsewhere, is still open, and the next decade will probably answer it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-60","messages":[{"id":"msg-mermaid-mvl4xa89-47","role":"assistant","content":"An initial meeting, usually free and short, in which a prospective client and coach decide whether they can work well together. The term is honest about what is being tested: not qualifications but fit. Research on the working alliance supports the practice, since the bond between coach and client predicts outcomes better than method does. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-61","messages":[{"id":"msg-mermaid-mvl4xa89-48","role":"assistant","content":"A contract between a coach, a client, and the organisation paying for the coaching. It settles the question that causes most trouble in organisational coaching: what the sponsor will learn about the work. The usual answer is that the sponsor hears about goals and progress in general terms and nothing about the content of sessions. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-62","messages":[{"id":"msg-mermaid-mvl4xa89-49","role":"assistant","content":"The overall objectives agreed for a whole engagement, as distinct from the focus of any single session. They are set after discovery, revisited at progress reviews, and assessed at closure. In sponsored coaching they are often agreed three ways, with the sponsor's input and the client's ownership. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-63","messages":[{"id":"msg-mermaid-mvl4xa89-50","role":"assistant","content":"The practical terms: fee, number and length of sessions, cancellation rules, mode of meeting, and how the engagement ends. Mundane, and essential; unclear logistics are a frequent source of friction that has nothing to do with coaching and everything to do with the relationship. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-64","messages":[{"id":"msg-mermaid-mvl4xa89-52","role":"assistant","content":"A first full session devoted to understanding the client's history, circumstances, and reasons for seeking coaching. It is longer and more open than a working session and produces the material from which engagement goals are drawn. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-65","messages":[{"id":"msg-mermaid-mvl4xa89-53","role":"assistant","content":"A feedback method in which a client's peers, direct reports, and managers rate the client's behaviour, usually anonymously, and the aggregated results are shared with the client. Widely used in executive coaching to surface the gap between how a leader sees themselves and how others experience them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-66","messages":[{"id":"msg-mermaid-mvl4xa89-54","role":"assistant","content":"Standardised questionnaires on personality, preferences, or strengths, such as personality inventories or strengths assessments. They give a client a structured vocabulary for self-description. Their validity varies widely, and a coach is expected to know which instruments are evidence-based and which are merely popular. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-67","messages":[{"id":"msg-mermaid-mvl4xa89-56","role":"assistant","content":"Goals written to be specific, measurable, achievable, relevant, and time-bound. The acronym comes from 1980s management literature, and the research of Locke and Latham gives it a basis: specific, challenging goals outperform vague ones. In coaching it is a useful discipline for turning a wish into something workable. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-68","messages":[{"id":"msg-mermaid-mvl4xa89-57","role":"assistant","content":"Goals chosen because they express what the client cares most about. A client who clarifies their values first and sets goals second tends to pursue those goals, because the goals feel owned rather than imposed. Values clarification exercises are the usual route to them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-69","messages":[{"id":"msg-mermaid-mvl4xa89-59","role":"assistant","content":"The conversation model that moves through the client's Goal, their current Reality, the Options available, and what they Will do. Developed in Britain in the 1980s by Graham Alexander, Alan Fine, and John Whitmore from Gallwey's Inner Game, and spread by Whitmore's Coaching for Performance. It is the model most coaches learn first and the one most often invoked by name. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"},{"id":"msg-1792772197128-mq65bll","role":"user","content":"Discuss “GROW Model” and the full content of the current scene.","timestamp":"2026-10-23T16:16:37.128Z","source":"ai"},{"id":"msg-1792772209462-r0n89qs","role":"assistant","content":"What's worth sitting with here is the asymmetry built into the sequence itself. Goal, Reality, Options, Will reads as a clean linear progression, but each transition hides a different kind of work. Goal to Reality is a shift from aspiration to honesty — the hardest move, because clients often arrive having already decided what their reality is without examining it. Reality to Options is a shift from description to generativity, and it's the stage most coaches rush: the temptation is to let the first plausible option stand in for the full set. Options to Will is the move from possibility to commitment, which is really a test of motivation rather than of planning — Whitmore's own emphasis was that \"Will\" meant checking genuine volition, not just producing a to-do list.\n\nThe historical lineage you've traced is the more interesting story, because the GROW model's content doesn't obviously follow from either of its stated ancestors. Gallwey's contribution in The Inner Game wasn't a four-stage structure at all — it was the claim that performance is suppressed by self-interference, and that the coach's job is to quiet \"Self 1\" (the judging inner voice) so \"Self 2\" (the body's own capability) can act. GROW doesn't encode that insight directly; it's a practical conversation scaffold. What GROW does inherit from Gallwey, and what makes the sequencing non-arbitrary, is the premise that the client already holds the answer — so each stage is a different angle of questioning rather than a different source of expertise. That's why Reality isn't \"diagnosis\" in the consultant's sense, and Options isn't \"advice\": both stay inside the client's own observation and imagination. Whitmore's contribution was essentially structural — giving Gallwey's philosophy an operational shape that a manager or coach could run in twenty minutes without training in sports psychology.\n\nOne thing worth flagging as a substantive question rather than a correction: GROW is often taught as if the four stages are simply executed in order once, but in practice a coach moves back through the sequence constantly — a new Option reveals a piece of Reality that wasn't acknowledged, a weak Will-stage response sends the conversation back to re-examine the Goal. If the model is being built out further, it might be worth distinguishing the canonical stage order from the iterative, non-linear way sessions actually use it, since the four-step chain as drawn risks implying a one-pass structure that doesn't match how the model is actually practiced.","timestamp":"2026-10-23T16:16:49.462Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T16:16:49.464Z"},{"nodeId":"n-mermaid-mvl4xa89-7","messages":[{"id":"msg-mermaid-mvl4xa89-187","role":"assistant","content":"### Coaching Research\nFor its first two decades coaching worked without asking whether it worked. The question arrived around 2000, with the founding of the first academic coaching psychology unit, and the field of coaching research has spent the years since trying to answer it with the tools of psychology: controlled trials, outcome measures, meta-analyses, and the study of mechanisms.\n\nThe answer to the first question, does coaching work, is a qualified yes. **Outcome research** gathered through the 2010s in a series of meta-analyses found that coaching produces moderate positive effects on performance, goal attainment, wellbeing, and coping, comparable to other workplace development interventions. The qualifications are real: the number of rigorous studies is small, many rely on self-report, and the measures vary so widely that combining them is contested. **Return on investment** figures, which the industry likes to quote, are the least credible part of the literature; the serious researchers do not stand behind them.\n\nThe second question, how does it work, is more interesting and less settled. **Mechanisms** research points to the **working alliance**, the bond and agreement between coach and client, as the strongest predictor of outcomes, repeating the finding that psychotherapy research reached a generation earlier: the relationship matters more than the technique. **Client readiness** and the **match** between coach and client also matter. What does not seem to matter much is the coach's approach, which is uncomfortable news for the schools.\n\nThe field has its own institution, **coaching psychology**, with university programmes in Australia, Britain, and elsewhere, its own **journals**, and its own methodological arguments about whether randomised trials, qualitative studies, or single-case designs are the right instruments for something as individual as a coaching engagement. And it has its **debates**: the evidence gap between what the industry claims and what research supports; the regulation debate about whether voluntary standards suffice; and the presence in the field of techniques, Neuro-Linguistic Programming above all, that research has examined and rejected. The movement for **evidence-based coaching** is the field's response to all three, and its slow progress is the story of a profession learning to be a discipline. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-70","messages":[{"id":"msg-mermaid-mvl4xa89-60","role":"assistant","content":"Peter Hawkins's conversation model: Contracting, Listening, Exploring, Action, Review. It differs from GROW by making explicit agreement the first stage and reflection on the conversation itself the last, both of which mirror the competencies of agreement and growth. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-71","messages":[{"id":"msg-mermaid-mvl4xa89-61","role":"assistant","content":"A solution-focused conversation model: Outcome, Scaling, Know-how, Affirm and Action, Review. Developed by Paul Jackson and Mark McKergow, it replaces the analysis of the problem with the description of the desired future and the inventory of what already works. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-72","messages":[{"id":"msg-mermaid-mvl4xa89-62","role":"assistant","content":"The stage of a GROW conversation in which the client defines what they want, both for the session and in the longer term. It corresponds to the session agreement competency: without a clear goal the rest of the model has nothing to aim at. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-73","messages":[{"id":"msg-mermaid-mvl4xa89-63","role":"assistant","content":"The stage in which the client examines their current situation honestly: what is happening, what they have tried, what is in the way. The coach's questions here are descriptive, not evaluative, and the stage often produces the first insight simply by making the client say the situation aloud. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-74","messages":[{"id":"msg-mermaid-mvl4xa89-64","role":"assistant","content":"The stage in which the client generates possible ways forward before choosing one. The discipline is quantity before quality: a coach pushes for more options than the client's first two, because the obvious options are the ones the client has already rejected. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-75","messages":[{"id":"msg-mermaid-mvl4xa89-65","role":"assistant","content":"The stage in which the client commits to specific actions. The letter is sometimes read as \"Way forward\" or \"What will you do?\". A coach tests the commitment (\"on a scale of one to ten, how likely are you to do that?\") rather than accepting a polite yes. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-76","messages":[{"id":"msg-mermaid-mvl4xa89-67","role":"assistant","content":"The process of turning a decision into concrete, scheduled steps with clear ownership. It happens at the end of a session and is the client's work with the coach's help: who does what, by when, and how they will know it is done. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-77","messages":[{"id":"msg-mermaid-mvl4xa89-68","role":"assistant","content":"Practical arrangements that help a client keep to their commitments: a check-in message, a shared log, a standing first question at the next session. The client chooses them, and their power lies in the public statement of intention rather than in any sanction. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-78","messages":[{"id":"msg-mermaid-mvl4xa89-69","role":"assistant","content":"Tasks, experiments, or observations the client agrees to carry out between sessions: have the difficult conversation, notice every time a certain feeling arises, try a new approach in one meeting. Fieldwork is the experiment and the next session is its debrief, in the pattern of Kolb's learning cycle. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-79","messages":[{"id":"msg-mermaid-mvl4xa89-71","role":"assistant","content":"A periodic conversation, often at the midpoint of an engagement, that revisits the goals and asks what has changed. Goals that have been met are acknowledged; goals that no longer fit are revised; the engagement is re-aimed. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-8","messages":[{"id":"msg-mermaid-mvl4xa89-210","role":"assistant","content":"### Pioneers\nCoaching has no single founder, and its pioneers came from unlikely places: a tennis court, a racing circuit, a financial planner's office, and, late, a psychology department. **Timothy Gallwey** was a tennis coach whose 1974 book on the inner game proposed that performance is potential minus interference and that the coach's job is to quiet the interference; most of what came later is a footnote to that idea. **John Whitmore**, a racing driver who had won at Le Mans, brought Gallwey's ideas to Britain and to business, and his 1992 book Coaching for Performance spread the GROW model that still structures most coaching conversations. **Thomas Leonard**, an American financial planner, built the industry: Coach University in 1992, the first coach training school, and in 1995 the International Coaching Federation, the first professional body. These three made coaching a practice and a trade.\n\nThe next generation made it a discipline and an institution. **Anthony Grant** founded the first academic coaching psychology unit in Sydney in 2000 and asked whether any of it worked; **Stephen Palmer** did the same in Britain and brought coaching psychology into the British Psychological Society. **David Clutterbuck** gave mentoring its theory and then team coaching its foundations; **Peter Hawkins** developed systemic team coaching, the CLEAR model, and most of what the profession knows about supervision. **Marshall Goldsmith** became the most famous executive coach in the world and showed, with his stakeholder-centred method, what coaching at the top of organisations could look like.\n\nReading the pioneers together shows the pattern of the profession's growth: an idea from sport, a model from business, an industry from America, a science from Australia and Britain, and a maturation through the organisational and supervisory work of the 2000s. Each left something the field still uses, and the arrows from each of them lead to it. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"},{"id":"msg-1792770733517-iou8s4l","role":"user","content":"Who are the top three giants of coaching?","timestamp":"2026-10-23T15:52:13.517Z","source":"ai"},{"id":"msg-1792770748800-1jyocjx","role":"assistant","content":"If you had to pick three, the strongest case is for Gallwey, Whitmore, and Leonard, because each of them opened a different channel through which coaching entered the world, and together they cover the whole origin story.\n\nGallwey supplied the idea itself: the notion, in The Inner Game of Tennis, that performance is limited less by lack of skill than by self-interference, and that a coach's job is to quiet that interference rather than instruct. Everything downstream — the whole premise that the client is resourceful and the coach draws out rather than supplies the answer — traces back to that insight.\n\nWhitmore took the idea out of sport and into organisations. He didn't just popularise Gallwey's thinking in Coaching for Performance; he gave it a repeatable structure, the GROW model, that let managers and consultants use it without having absorbed the inner-game philosophy first. That translation from insight to method is what let coaching scale into business.\n\nLeonard did the institutional work neither of the others did: he turned coaching into an occupation. Coach U and then the ICF created training, credentials, and a market, which is why coaching exists today as something you can be certified in and pay for, rather than just an idea some tennis players and executives talk about.\n\nThe honest caveat is that \"giants\" depends on which thread you care about. If you weight the academic legitimation of coaching rather than its founding, Grant and Palmer are the more defensible top three alongside Gallwey, since they're the reason coaching psychology exists as a research field rather than only a practice. And if you weight depth of method over breadth of influence, Clutterbuck and Hawkins outrank Leonard for many practitioners, since team and systemic coaching owe more to them than to the ICF's credentialing apparatus. So the Gallwey–Whitmore–Leonard answer is the strongest single narrative, but it's a narrative about origins, not a ranking of total contribution.","timestamp":"2026-10-23T15:52:28.800Z","source":"ai"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:52:28.800Z"},{"nodeId":"n-mermaid-mvl4xa89-80","messages":[{"id":"msg-mermaid-mvl4xa89-72","role":"assistant","content":"The assessment at the end of an engagement of whether the agreed outcomes were achieved. Methods range from the client's own rating to repeated 360-degree feedback or goal attainment scaling. In organisational coaching it is usually reported to the sponsor in agreed general terms. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-81","messages":[{"id":"msg-mermaid-mvl4xa89-73","role":"assistant","content":"The deliberate closing of a coaching relationship. It consolidates learning, names what the client can now do that they could not before, and plans how they will continue alone. A planned ending guards against the dependence that an open-ended relationship can create. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-82","messages":[{"id":"msg-mermaid-mvl4xa89-75","role":"assistant","content":"An exercise in which a client rates their satisfaction in several life areas (work, health, relationships, money, and so on) on a circular chart. The uneven shape that results is the point: it shows at a glance where life is out of balance and where coaching might focus. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-83","messages":[{"id":"msg-mermaid-mvl4xa89-76","role":"assistant","content":"An exercise in which a client identifies and ranks the values that matter most to them, often by sorting cards or completing sentences. It grounds goal setting in what the client actually cares about and often reveals that a stated goal serves someone else's values. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-84","messages":[{"id":"msg-mermaid-mvl4xa89-77","role":"assistant","content":"An exercise in which a client imagines a desired future or outcome in vivid sensory detail. It clarifies what the client wants, and mental rehearsal of a successful outcome, a technique borrowed from sport psychology, makes the outcome feel more achievable. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-85","messages":[{"id":"msg-mermaid-mvl4xa89-78","role":"assistant","content":"An exercise in which a client deliberately examines their situation from several viewpoints: their own, a colleague's, a mentor's, their future self's. It is reframing turned into a structured activity and is one of the quickest ways to loosen a fixed interpretation. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-86","messages":[{"id":"msg-mermaid-mvl4xa89-79","role":"assistant","content":"The practice of regular written reflection by the client between sessions. Journaling extends the reflective work of coaching into daily life and gives the client a record of their own thinking to bring back to the next conversation. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-87","messages":[{"id":"msg-mermaid-mvl4xa89-80","role":"assistant","content":"Short attention and breathing exercises used to settle a client or a coach and sharpen awareness. Mindfulness trains exactly the capacities that presence requires: sustained attention, noticing without judging, and returning when the mind wanders. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-88","messages":[{"id":"msg-mermaid-mvl4xa89-82","role":"assistant","content":"### Psychological Traditions\nCoaching stands on the shoulders of a century of psychology, and seven traditions carry most of the weight. **Humanistic psychology** is the founding influence: Carl Rogers's person-centred therapy, with its core conditions of empathy, unconditional positive regard, and congruence, became almost without alteration the stance of the coach, and Abraham Maslow's self-actualisation became the goal. **Cognitive-behavioural psychology** supplied the mechanism by which coaching changes behaviour: thoughts, feelings, and actions form a loop, and intervening in thinking changes the rest. **Positive psychology**, Martin Seligman's late-1990s programme to study flourishing rather than disorder, gave coaching its strengths vocabulary and its scientific respectability. **Psychodynamic psychology** contributed a wariness about the unconscious, about transference and defence, that experienced coaches rely on even when they never use the words. **Gestalt** gave present-moment awareness; **Transactional Analysis** gave ego states and the drama triangle, models of interaction that coaches find endlessly useful; and **systems theory** gave the view of a client as a node in a web of relationships rather than an isolated individual. None of these traditions was built for coaching. Each was adapted, usually by dropping its clinical apparatus and keeping its account of how people see, feel, and change. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-89","messages":[{"id":"msg-mermaid-mvl4xa89-103","role":"assistant","content":"### Theories of Learning and Change\nIf the psychological traditions are coaching's inheritance of ideas, the theories of learning and change are its working mechanisms, the specific accounts of how adults develop, learn, and alter their behaviour that explain why particular coaching moves work. Robert Kegan's **adult development** theory holds that the way adults make meaning continues to mature through life, and his Immunity to Change method reveals the hidden commitments that keep people from changing. David Kolb's **experiential learning cycle** shows that insight becomes learning only through action and reflection, which is why coaching sends clients off to try things and brings them back to debrief. Donald Schön's **reflective practitioner** is the model of the professional who improves by reflecting on practice, and it is what the coach's own reflective practice is based on. Jack Mezirow's **transformative learning** explains the deeper shifts, in which a client's frame of reference itself changes. Then come the motivation theories: **Self-Determination Theory** on why autonomy, competence, and relatedness sustain motivation; Bandura's **self-efficacy** on how success breeds the belief that makes further success possible; Locke and Latham's **goal-setting theory** on why specific, challenging goals work; the **stages of change** model on why a client's readiness matters; and Dweck's **growth mindset** on the belief that abilities can be developed. A coach who knows these theories knows which lever they are pulling. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-9","messages":[{"id":"msg-mermaid-mvl4xa89-219","role":"assistant","content":"### History of Coaching\nCoaching's history is short enough to fit in a single lifetime and long enough to have had distinct ages. The prehistory is the **human potential movement** of the 1960s, the culture that grew from humanistic psychology at places like the Esalen Institute and spread the belief that ordinary people had untapped capacity for growth. Into that culture, in 1974, came **The Inner Game of Tennis**, a book about sport that was really a book about interference, and from it the idea that a coach's job is to help a person get out of their own way.\n\nThe founding decade was the 1990s. In 1992 three things happened within months of each other: **Coach U** opened in America, the first coach training school and the origin of the coaching industry; **Coaching for Performance** was published in Britain, carrying the Inner Game into business and spreading the GROW model; and the European mentoring body that would become the **EMCC** was founded. In 1995 the **ICF** followed, and coaching had a profession, or at least the beginning of one.\n\nThe second age was the arrival of the academy. In 2000 the **Coaching Psychology Unit** opened in Sydney, and the question of evidence was asked for the first time by people equipped to answer it. The answer took time: the first large **meta-analyses** arrived around 2014 and found moderate, real effects. The third age is institutional maturation: the **competency model revision** of 2019, which reorganised the profession's description of its own craft and added the coaching mindset, and the **credentialing exam** of 2022, which added a written test of judgement to the assessment of credentials.\n\nThe pattern is the one most professions follow, compressed. A practice that worked before it was understood; an industry that grew faster than its standards; a science that arrived late and found the practice broadly justified; and institutions that are still catching up with the market. What is unusual is the speed. Nursing and social work took a century to travel the same road; coaching took thirty years, and it is not finished. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-90","messages":[{"id":"msg-mermaid-mvl4xa89-115","role":"assistant","content":"### Coaching Approaches\nAn approach is a tradition made into a method: a coherent answer to the question of what a coaching conversation should attend to. **Solution-focused coaching** attends to the desired future and what already works, and skips the analysis of the problem. **Cognitive-behavioural coaching** attends to the client's thinking and tests it. **Positive psychology coaching** attends to strengths and the conditions of flourishing. **Ontological coaching** attends to the client's language, emotions, and body as the lenses through which they observe the world. **Narrative coaching** attends to the stories a client tells about themselves and helps them rewrite the ones that confine. **Systemic coaching** attends to the web of relationships the client is part of. **Motivational interviewing**, borrowed from addiction treatment, attends to the client's ambivalence about change. **Gestalt coaching** attends to what is happening in the room right now. And **Neuro-Linguistic Programming**, the most commercially successful and least evidenced, attends to patterns of language and representation. Most practising coaches are eclectic, blending approaches to suit the client, and the professional competencies are deliberately neutral among them. The approaches matter because they are where the theory becomes visible in practice, and because a coach who knows several can choose rather than default. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-91","messages":[{"id":"msg-mermaid-mvl4xa89-83","role":"assistant","content":"### Humanistic Psychology\nIn the 1950s a third force in psychology emerged, defined against the two that then dominated: psychoanalysis, with its unconscious drives, and behaviourism, with its conditioning. Carl Rogers and Abraham Maslow argued that people are not primarily driven or conditioned but oriented, by nature, toward growth, and that the task of a helper is to provide the conditions in which growth can happen. Rogers's person-centred therapy was the practical form of the idea: a therapist who offered empathy, unconditional positive regard, and congruence, and who trusted the client to find their own way. Coaching took this almost whole. The coaching mindset, the belief that the client is resourceful and whole, is Rogers's view of the client; the trust-and-safety competency is his core conditions by another name; and the refusal to advise is his refusal to direct. Maslow contributed the destination, self-actualisation, and the human potential movement of the 1960s, which coaching's first pioneers absorbed, was humanistic psychology turned into a culture. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-92","messages":[{"id":"msg-mermaid-mvl4xa89-86","role":"assistant","content":"### Cognitive-Behavioural Psychology\nThe cognitive-behavioural tradition holds that thoughts, feelings, and behaviours form a loop, and that the loop can be entered at the level of thinking. Albert Ellis's rational emotive therapy and Aaron Beck's cognitive therapy, both from the 1950s and 1960s, showed that much distress comes not from events but from beliefs about events, and that examining and testing those beliefs changes how a person feels and acts. The tradition gave coaching its most teachable mechanism. Ellis's ABC model (activating event, belief, consequence) lets a client separate what happened from what they told themselves about it; the catalogue of cognitive distortions (all-or-nothing thinking, catastrophising, mind-reading) gives names to habits of thought a client can learn to catch; and the behavioural experiment turns a belief into a testable prediction. Cognitive-behavioural coaching applies all three without the clinical frame, to clients who are not unwell but whose thinking is in their way. The tradition is also the best-evidenced in psychology, which lends coaching some of its credibility. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-93","messages":[{"id":"msg-mermaid-mvl4xa89-89","role":"assistant","content":"### Psychodynamic Psychology\nThe tradition descending from Freud holds that much of what drives behaviour is unconscious, shaped by early relationships, and visible mainly in its effects: in patterns that repeat, in feelings that do not fit the situation, in the way a person relates to anyone in authority. Coaching mostly declines the psychodynamic apparatus; it does not interpret dreams or reconstruct childhoods. But experienced coaches use two of its ideas constantly. **Transference** names what happens when a client relates to the coach as they related to a parent or a boss, and the coach's own reactions (countertransference) are information about the client's world. **Defence mechanisms**, denial, rationalisation, projection, explain why a client cannot see what is obvious to everyone else. A coach who knows the vocabulary can notice these things and work with them lightly, as material for the client's awareness, without crossing into therapy. The tradition also keeps coaching honest about its limits: some patterns are too deep for a goal-directed conversation, and knowing when to refer depends on recognising them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-94","messages":[{"id":"msg-mermaid-mvl4xa89-92","role":"assistant","content":"### Positive Psychology\nIn 1998 Martin Seligman, as president of the American Psychological Association, proposed that psychology had spent a century on what goes wrong with people and almost nothing on what goes right. Positive psychology was the programme that followed: the scientific study of wellbeing, strengths, and flourishing. Its arrival was a gift to coaching, which had always worked with well people on getting better and had lacked a science to say so. Three contributions stand out. The classification of **character strengths** gave coaches a vocabulary for what a client is good at rather than what they lack. Mihaly Csikszentmihalyi's **flow** described the state of absorbed, challenged engagement that clients often say they want more of. And Seligman's **PERMA** model (positive emotion, engagement, relationships, meaning, accomplishment) gave a structure for wellbeing that coaches use to ask what a good life would contain. Positive psychology coaching is the approach that applies these directly. The tradition has critics, who point to overstated findings and a cheerful bias, but its central move, studying the good as rigorously as the bad, changed what coaching could claim to be. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-95","messages":[{"id":"msg-mermaid-mvl4xa89-96","role":"assistant","content":"### Gestalt Psychology\nGestalt, a German word for a whole form, began as a theory of perception: we see patterns, not pieces. Fritz Perls and others turned it into a therapy in the 1940s and 1950s, built on attention to what is happening in the present moment, in the body and in the room, rather than on explanation of the past. Its influence on coaching is quieter than the cognitive-behavioural or humanistic traditions but real. The emphasis on **here-and-now awareness**, on noticing what a client is doing while they talk, the clenched hand, the change of breath, the sentence that trails off, feeds directly into the coaching competencies of presence and noticing shifts. Gestalt also contributed the experiment: rather than discussing a difficulty, try it now, speak to the empty chair, say the sentence you have been avoiding. Gestalt coaching is the approach that uses these methods deliberately. Even coaches who never name the tradition work in its spirit whenever they ask \"what is happening for you right now?\" ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-96","messages":[{"id":"msg-mermaid-mvl4xa89-98","role":"assistant","content":"### Transactional Analysis\nEric Berne's Transactional Analysis (TA), developed in the late 1950s, is a theory of personality and a theory of communication at once. Its central idea is that each person acts from one of three ego states, Parent, Adult, or Child, and that any exchange between two people can be analysed as a transaction between states. A manager who scolds (Parent) invites an employee's sulk (Child); two people reasoning together are Adult to Adult. TA's popularity peaked in the 1970s and its clinical standing has faded, but coaches found two of its models too useful to abandon. **Ego states** give a client an instant way to see what role they are playing in a difficult relationship and what role they are inviting. The **drama triangle**, Stephen Karpman's extension of TA, maps a dysfunctional pattern in which people rotate between Victim, Persecutor, and Rescuer, and it is one of the few models that reliably makes a client laugh in recognition. Both are models of interaction rather than of the individual, which makes them natural tools for the relational problems clients most often bring. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-97","messages":[{"id":"msg-mermaid-mvl4xa89-101","role":"assistant","content":"### Systems Theory\nSystems theory, which grew from engineering and biology in the mid-twentieth century, holds that a system is more than its parts: the behaviour of a team, a family, or an organisation cannot be explained by the behaviour of its members, because the pattern of relationships among them has effects of its own. The idea reached coaching through family therapy and organisational development, and it changed what a coach looks at. A client is not an isolated individual with a problem but a node in a web of relationships, and the problem may belong to the web. **Feedback loops**, the circular chains in which an outcome feeds back to influence its own cause, explain why so many organisational difficulties persist despite everyone's best efforts: the system is maintaining them. Systemic coaching applies this view to individuals, and team coaching, which works with a whole team as a single client, is almost entirely built on it. The practical instrument is stakeholder mapping, which lays out the people around a client and the forces between them. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-98","messages":[{"id":"msg-mermaid-mvl4xa89-84","role":"assistant","content":"Carl Rogers's three conditions for a helping relationship: empathy (understanding the client's world from inside), unconditional positive regard (accepting the client without judgement), and congruence (being genuine rather than playing a role). Rogers argued these were necessary and sufficient for change in therapy; coaching treats them as the foundation of trust. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"},{"nodeId":"n-mermaid-mvl4xa89-99","messages":[{"id":"msg-mermaid-mvl4xa89-85","role":"assistant","content":"Abraham Maslow's concept of a person's drive to become fully what they are capable of being, placed at the top of his hierarchy of needs above safety, belonging, and esteem. It gave coaching its sense of purpose: not repair, but the realisation of potential. ","timestamp":"2026-10-23T15:38:43.593Z","source":"tutorial"}],"createdAt":"2026-10-23T15:38:43.593Z","updatedAt":"2026-10-23T15:38:43.593Z"}],"backgroundImages":[],"shelf":{},"paths":[],"appState":{"lastSceneId":"scene-mermaid-mvl4xa89","authoringContainerSize":{"w":1419,"h":776}},"themes":[],"nodeImagePresets":{"presets":[{"id":"preset-1787238582587-1vdcz9o","name":"Open","content":{"imageType":"unspecified","form":"unspecified","depth":"unspecified","enclosure":"unspecified","textAllowed":"unspecified"},"technical":{"renderMode":"unspecified","strokeWeight":"unspecified","aspect":"square","detailLevel":"unspecified","backdrop":"unspecified","gradientsAllowed":"unspecified","transparencyAllowed":"unspecified"},"colour":{"colourMode":"thematic","paletteSize":"unspecified"},"extraInstructions":"","createdAt":"2026-08-20T15:09:42.587Z","updatedAt":"2026-08-20T15:09:42.587Z"},{"id":"preset-1787238582587-vl5c3qy","name":"Icon","content":{"imageType":"icon","form":"unspecified","depth":"2d","enclosure":"none","textAllowed":"forbidden"},"technical":{"renderMode":"mixed","strokeWeight":"medium","aspect":"square","detailLevel":"very-simple","backdrop":"transparent","gradientsAllowed":"forbidden","transparencyAllowed":"unspecified"},"colour":{"colourMode":"thematic","paletteSize":2},"extraInstructions":"","createdAt":"2026-08-20T15:09:42.587Z","updatedAt":"2026-08-20T15:09:42.587Z"},{"id":"preset-1787238582587-ipdonv7","name":"Schematic","content":{"imageType":"schematic","form":"unspecified","depth":"2d","enclosure":"none","textAllowed":"allowed"},"technical":{"renderMode":"line-art","strokeWeight":"thin","aspect":"landscape-4-3","detailLevel":"detailed","backdrop":"transparent","gradientsAllowed":"forbidden","transparencyAllowed":"unspecified"},"colour":{"colourMode":"thematic","paletteSize":2},"extraInstructions":"","createdAt":"2026-08-20T15:09:42.587Z","updatedAt":"2026-08-20T15:09:42.587Z"},{"id":"preset-1787238582587-25hdokn","name":"Plot","content":{"imageType":"plot","form":"geometric","depth":"2d","enclosure":"none","textAllowed":"allowed"},"technical":{"renderMode":"line-art","strokeWeight":"thin","aspect":"landscape-4-3","detailLevel":"moderate","backdrop":"transparent","gradientsAllowed":"forbidden","transparencyAllowed":"unspecified"},"colour":{"colourMode":"thematic","paletteSize":3},"extraInstructions":"","createdAt":"2026-08-20T15:09:42.587Z","updatedAt":"2026-08-20T15:09:42.587Z"},{"id":"preset-1787238582587-lespeh0","name":"Emblem","content":{"imageType":"symbol","form":"geometric","depth":"2d","enclosure":"circle","textAllowed":"forbidden"},"technical":{"renderMode":"filled","strokeWeight":"heavy","aspect":"square","detailLevel":"very-simple","backdrop":"contrast-fill","gradientsAllowed":"forbidden","transparencyAllowed":"unspecified"},"colour":{"colourMode":"thematic","paletteSize":2},"extraInstructions":"","createdAt":"2026-08-20T15:09:42.587Z","updatedAt":"2026-08-20T15:09:42.587Z"}],"defaultPresetId":"preset-1787238582587-1vdcz9o"},"mapViews":[]}