Weeks 1 & 2: The Foundation Course

• 6-day virtual conference 

Weeks 3 – 18 | Module 1: Foundations of Ontological Learning

Features:

• 8 hours of virtual classes with supplemental learning guides
• 8 peer study group meetings
• 5 learning group sessions
• 6 hours of individual coaching

Weeks 19 & 20 | Coaching Intensive

• 6-day virtual conference

Weeks 21 – 36 | Module 2: Art & Practice of Ontological Coaching

Features:

• 18 hours of immersive coaching practice
• 10 hours of mentoring from your Newfield Mentor Coach
• 8 hours of virtual classes with supplemental learning guides
• 8 peer study group meetings

Closing Day Program:

• 3-day virtual closing

Coach Exam to receive your Coaching Certificate!

All Virtual:

March 20 – 22 and March 27 – 29, 2024
The Foundation Course

March 30, 2024 – July 23, 2024
Module 1: Foundations of Ontological Learning

July 24 – 26 and July 31 – August 2, 2024
Coaching Intensive

August 3 – November 19, 2024
Module 2: The Art & Practice of Ontological Coaching

November 20 – 22, 2024
Closing Intensive

When You Enroll in Our Coaching Program, You’ll Walk Away With An Understanding of These Topics:

Theory of the Observer: The world that we live in and the possibilities of action within that world is shaped by the ensemble of beliefs, paradigms, or master assertions that we have about ourselves, others, and the world. By modifying the observer we are, we can enlarge our possibilities for action, enhance our effectiveness and reduce our suffering or lack of satisfaction that certain situations cause us.

Learning to Learn: One of the main capacities allowing us to meet the challenges of a rapidly changing economy is the ability to learn. Through this, we can take charge of developing new abilities to see problems or challenges as possibilities for innovation and development.

Model of breakdowns: In our personal and organizational life, problems occur that challenge our traditional ways of doing things. One interpretation of “breakdowns” is that they are possibilities for learning, innovation, and development, and they allow us to increase our capacity for action and results.

Effective Listening: A central aspect in the ability to anticipate working conflicts, to satisfy our clients’ concerns, and even to anticipate requests or to be an offer to others, lies in learning to listen to other’s concerns, the environment, the future, whatever is unfolding for them.

Theory of the Acts of Speech: If we review our daily life, we discover a great part of it is immersed in conversations – to ask for help, to offer a product, to hire someone, etc.  We maintain that increasing our power, our capacity to coordinate actions, and our well-being, lies in improving the quality of our communication.

Powerful Conversations: One of the most frequently declared problems by people in organizations is the difficulty to generate and participate in different kinds of conversations. There are organizations that easily engage in conversations for action but have difficulties speculating, making a legitimate complaint, or innovating. There are people who have great power to dream up new projects and limited power to put those dreams into concrete actions.  We bring to our coaching programs a profoundly simple but effective technique for having powerful conversations.

Conversations, Actions, and Emotions: During the course of our occidental culture, we have neglected the importance and impact that moods have on the results we produce. We all know that actions taken from a mood of resignation are not as likely to produce the intended results as actions taken from a mood of, say, ambition. Emotional intelligence, as Daniel Goldman speaks about it, is an important capacity to develop in managers and an essential ingredient in good coaching.

The Art & Science of Coaching: Coaching is an art form as well as a science. In this program, you learn how to blend the Newfield ontological distinctions with the core coaching competencies.