Manual of cognitive coaching – Michael Pichat (university psy. https://www.chrysippe.org)
Introduction
In 2002, Daniel Kahneman received the Nobel Prize in Economics for his prospect theory. His work laid the foundations of behavioral finance and highlighted the role of cognitive biases in analysis and decision-making.
Cognitive biases are mental shortcuts: routines of thought, simplified decision-making rules, and socially validated reasoning patterns. While useful, they can also distort judgment.
Cognitive-Behavior Coaching (CBC) helps people “unlearn” dysfunctional biases and replace them with healthier thought patterns, leading to more effective emotions and behaviors.
Foundations of Cognitive Coaching
Thought precedes emotion and behavior. Except in urgency or stress, what we think shapes what we feel and how we act.
Stoic roots: As Epictetus wrote, “What troubles men is not things, but the representation made of things.”
Cognitive coaching is therefore:
Focused on solutions (the WHAT), not on therapy or searching for past causes.
Anchored in the here and now.
Oriented toward action plans and concrete objectives.
Centered on dismantling limiting beliefs, distortions, and automatic thoughts.
Four Core Principles
1. Investigating Representations of Reality
Misunderstandings arise from how we interpret events.
Example: arriving 15 minutes late, an employee is reprimanded. At home, he explains: “My boss disrespected me.” The key is causal reassignment:
External cause → “It’s out of my control.”
Internal cause → “I can act differently next time.”
This fosters cognitive flexibility: moving from rigid “must” and “should” to more adaptive preferences.
2. The Coachee as Actor of Change
The client must play an active role in choosing topics and identifying beliefs.
3. Anchoring in the Here and Now
Change comes from action in the present—not endless exploration of the past.
4. Action Over Understanding
Understanding is valuable, but acting differently is what produces real change.
The Three Pillars of CBC
1. Limiting Beliefs (SOW: Self, Others, World)
Dysfunctional beliefs contaminate perception:
“I must be loved at all costs.”
“Life is unbearable; I must be protected.”
“My problems always come from outside.”
“I need total certainty about the future.”
These rigid demands lead to:
Rumination and self-devaluation.
Catastrophizing: imagining the worst outcome.
Low frustration tolerance: “It’s unfair, I can’t handle this.”
Global negative evaluation of self, others, or the world.
2. Cognitive Distortions
Biases in processing reality fuel negative emotions. Examples:
Disqualifying the positive: “She gave me a good grade only to encourage me.”
Maximizing the negative: “This meeting was the worst ever.”
Selective abstraction: focusing only on the negative detail.
Dichotomous reasoning: all-or-nothing thinking.
Overgeneralization: turning one event into a general rule.
Arbitrary inference: drawing negative conclusions without evidence.
Personalization: wrongly linking events to oneself.
3. Automatic Thoughts (ATs)
Short, fast, preconscious conclusions that pop up instantly:
“I won’t understand this book.”
“It’s dramatic.”
“How dare they?”
Though fleeting, ATs strongly trigger emotions. They often reveal our deeper beliefs about Self, Others, and the World.
The Cognitive Matrix
Michael Pichat proposes a 7-element cognitive matrix, validated psychometrically. It integrates:
Positive psychology → amplify strengths.
Cognitive-behavioral analysis → transform biases.
Unlike classical CBT, which focuses on cognition and emotion, the matrix emphasizes effectiveness in real-life situations.
A 3D Coaching Approach
Effectiveness → Analyzing, evaluating, and deciding.
Interaction → Building supportive, situational relationships.
Well-being → Producing sustainable changes and adjustments.
Conclusion
Cognitive coaching is not about explaining the past but transforming the present. By identifying limiting beliefs, cognitive distortions, and automatic thoughts, individuals learn to act differently, think flexibly, and reclaim responsibility.
👉 Ultimately, the goal is a practical balance:
more effective decisions,
better relationships,
and greater well-being.
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