Tricoaching® was developed to offer effective responses and solutions within the Corporate System of modern organisations. The system lends a guiding hand towards development that assures effective, lasting changes for the individual, the team and the entire organisation.
Tricoaching®’s cultural mold is European; it is deeply rooted in the research of Rudolf Steiner, further developed by Bernard Lievegoed, Coenraad van Houten, Adriaan Bekman, Laurie Salonen and myself. In spite of different origins and backgrounds, studies conducted by Fred Kofman and his partners arrive at very similar results.
According to this approach, human beings, through perception, express their three faculties of thought, feeling and wanting or acting.
We have all experienced a moment when thought itself was not enough to translate something into action; in order for something to happen, feeling must come into play.
The stimulus, incentive to react is hidden within the sphere of feeling.
Coaching that isn’t capable of effectively entering into this sphere will unlikely produce positive, long lasting results.
After the first two tripartitions addressed previously, we can add a third which involves all three of these great human faculties, with particular focus on the sphere of feeling, as it is this sphere which permits access to free will and volition.
Human beings need to work in their light zones – already developed strong points and talents – and in their shadow zones – those areas in need of improvement which can impede or block the acquisition of new competence and faculties, both of which move in the sphere of feeling. Tricoaching® offers the opportunity to work with the selfsame efficiency in both of these zones and above all to procure and maintain long lasting attributes.
Over the course of the years, we have developed instruments and methods of constructively operating within the sphere of feeling and promoting the necessary shifts towards desire and action. Thinking the change is the crucial first step, prompting a possible course, followed by feeling the change, thus affording it the necessary energy, and finally wanting the change, enough to activate and realise it.
Map of the ten aspects of an Organisation