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Coaching-ul în organizatii

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Loredana Nilca

on 30 March 2016

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Transcript of Coaching-ul în organizatii

"Coaching" - Kocs, Ungaria, caruta acoperita (koczi) (Hendrickson, 1987)

Orth (1987) "coaching is a management technique that is based on knowledge about how and under what conditions employees improve and grow, and of specific skills that managers need to practice, develop and incorporate into their management style".

Sperry (1993) describes coaching as teaching skills in the context of a relationship with a learner. Learning through teaching. Perry's focus - coaching executives which focuses on feedback to develop more effective interpersonal skills => organisations often expect executives to coach subordinates.
Ce este coaching-ul in context organizational?
An experiential, individualized, leadership development process that builds a leader's capability to achieve short- and long-term organizational goals. It is conducted through one-on-one interactions, driven by data from multiple perspectives, and based on mutual trust and respect. Implica 3 actori: organizatia, coach-ul si coachee-ul - the executive (Ennis, 2003).
Cine se ocupa de coaching?
Un manager, un coleg, un reprezentant din HR, un consultant extern

Formal practice - a professional executive coach formally contracts with an executive and his or her organization to work in a collaborative partnership with the executive and others in the organization to achieve identified business results and the executive's learning objectives.
Popper (1992) "coaching improves performance at the skill level and establishes relations allowing a coach to enhance his trainees psychological development." - ongoing relationship enhancing self-efficacy and offering greater potential influence for learning and performance

Whitmore (1992) "the essence of coaching is unlocking a person's potential to maximise their own performance. It is helping them to learn rather than teaching them."

Coaching objective - develop responsibility and awareness in the coachee which affects the attitude
of the mind; SMART goals
Coaching-ul in organizatii
Coaching vs mentoring
Coaching is driven by the objectives and the needs and preferences of the executive and the organization

changing attitudes and habits
developing skills
preparing and developing for future assignments
defining and implementing one's leadership charter, business goals, and strategies
adult learning, organizational behavior, change management, organizational systems theory, leadership, motivation

familiarity with the language, history, and current conditions of the executive's industry and business environment, strategic and tactical planning and implementation, organizational communication (employee orientation, information sharing, setting of standards,roles and responsibilities, feedback, plans), business ethics
Coaching competencies
Executive assessment, development, and succession planning programs
[develop high-potential leaders, get key players who have derailed back on track]

Performance management
[helps "players" to see what they are currently doing, demonstrate what they should be doing differently; experiment, practice, and practice the desired techniques until the players consistently get the desired results]

Why is it useful?
Consulting to help build organizational values, vision, mission, and strategy
lack of understanding the importance of shared values as drivers of interpersonal trust, team cohesiveness, culture, and employee commitment.
: design and facilitate the strategic planning process; getting executives and would-be executives to think, plan, and act differently as strategic leaders.

Building and improving the effectiveness and collaboration of executive teams

Change leadership and change management
senior managers are barriers to
organizational change

Un model de coaching: Solution Focused Approach
Paul Z Jackson & Mark McKergow (2007)
There are three simple, elegant and radical ideas at the heart of any solutions-focused change:
One is to be as clear as possible about what’s wanted—this is the “solution” on which we focus.
Another is to harness what is already in place and use these positive forces to influence the emerging future in the direction of the solution.
The third is to take a direct route to what works by overlooking pit-falls and excursions, such as delving into problems and what’s not working.

Jackson, Paul Z & McKergow Mark, The Solutions Focus. Making Coaching and Change SIMPLE. Nicholas Brealey International. London, 2007
Solution-focused brief therapy (SFBT) is a future-focused, goal-directed approach to brief therapy developed initially by Insoo Kim Berg, Steve de Shazer, and their colleagues and clients at the Milwaukee Brief Family Therapy Center in the early 1980s. Developed inductively rather than deductively, SFBT is a highly disciplined, pragmatic approach rather than a theoretical one.
de Shazer, Steve & Dolan, Yvonne. More Than Miracles The State of the Art of Solution-Focused Brief Therapy. The Haworth Press NY, 2007
Contractul (Coaching Agreement)
Cum iti vei da seama ca aceasta conversatie a fost utila pentru tine?
Ce altceva se va mai schimba daca intalnirea noastra va fi utila?
Cum ar putea alte persoane sa observe asta?

Cum ar arata problema rezolvata (Preferred Future)
Sa presupunem ca a trecut niste timp si lucrurile pe care le-ai mentionat s-au rezolvat
Ce s-a schimbat, ce faci diferit fata de momentul actual?
Care ar fi principalele efecte pozitive ale rezolvarii?
Cum vor descoperi ceilalti efectele acestei rezolvari?

Exemple de succes (Forerunners)
Cand ai mai avut situatii similare (nu neaparat in intregime), cum le-ai depasit?
Cum ai contribuit la rezolvare? Cum au contribuit alte persoane?
Ce se intampla deja si ar putea ajuta?
Ce alte exemple iti vin in minte?

Pasi ai progresului (Progress Clues)
Care ar fi primele semne pe care trebui sa le vezi ca sa ai senzatia ca te indrepti in directia dorita?
Ce altceva?
Ce ti-ar oferi incredere si sprijin in acest demers?

Care sunt ideile esentiale ale intalnirii noastre de azi?
Cum vrei sa incheiem sesiunea astfel incat sa fie si mai utila pentru tine?
Cand ti se pare un moment bun pentru revizuirea progresului?
Thomas Gordon - 12 bariere in ascultarea activa

The 12 roadblocks are common responses that get in the way of good listening. They are not necessarily wrong, but they are not listening. They interrupt the person's own exploration, and in order to get back to his or her own process, you must go around them (hence the term "roadblock").
Coaching Skills
Take away the client’s autonomy:

1. Ordering, directing or commanding.
2. Warning or threatening.
3. Moralizing, preaching, giving “shoulds” and “oughts”
4. Advising, offering solutions or suggestions.
5. Teaching, lecturing, giving logical arguments.

Point out inadequacies and faults:

6. Judging, criticizing, directing, blaming.
7. Name calling, stereotyping, labeling.
8. Interpreting, Analyzing, Diagnosing.

Deny there’s a problem:

9. Praising, agreeing, giving positive evaluations.
10. Reassuring, sympathizing, consoling.
Trying to solve the problem for the person:

11. Questioning, interrogating, cross-examining.
12. Withdrawing, distracting, humoring, changing the subject.
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