Coaching

ナレッジセンター

Coachingは何であるか。 記述

Coachingは定義された時間枠に新しい学習へ個人を導くことに使用することができる技術および方法として記述することができる。 

コーチのための多くの定義がある。 そう多くの変化および矛盾した定義のによってコーチする定義の討論に参加することがこの現在に抽象的概念(ジャクソン2005年)の練習であることが提案された。 多産の学術の作家は(ClutterbuckおよびMegginson 2005年)分野がまだ成長して、液体ことを示す彼らの視点を変える。 「1対1の助力が」であるかもしれない希望エスペラントのようにとの1994年まで遡って、Garvey (1994年)は「1対1の助力を」参照し、こうして言葉を定義し直すことの概念を提案する、ほとんどaの再生はしかしディスクリプターの言葉で有効決め付けることが言葉で「粘着性がない」言葉をmuddied。

何人かの作家は働くタイトルとしてmentoringがコーチのためのモデルであることmentoring、である余りに形式的提案し。 彼らは容易に美味しいので単語のコーチを利用する(ハドソン1999年)。 最近、この混同した眺望内の結合の形態を創造する英雄的な試みで私達は分野の顕著な作家が他のサブセットとしてどちらかの活動を受け入れて幸せでないことを見る。 彼らはコミュニティが一致したコーチ顧問の言葉に動き始めるべきであるこの2つの言葉の原因の混乱間の区別、そして合式的に示す(Parsloe及びWray 2005年)。

Coaching定義は、「他に」権限を与えるプロセス簡単、含む(Whitmore 1997年)。 またはより限定的: 「」起こり、こうしてパフォーマンス向上することを学習および開発を可能にするプロセス。 巧妙なコーチであることはコーチのtakes place (Parsloe 1999年)文脈に適切である様式、技術および技術の変化と同様、プロセスの知識そして理解を要求する。 見通しはまた個々の貢献者定義の解釈の巨大な役割を果す。 顧問は結果(Cranwell等2004年)につながれて特定の機能が主に、技術関係したようにコーチを見る。 コーチは仕事の決算、業績に焦点(MegginsonおよびClutterbuck 1995年)および現在の仕事内のパフォーマンスの第一次焦点を移し、技術(Clutterbuck 2004年)の開発を強調する。

コーチでの定義は長年かけて成長した。 幾分風変わりで古風のから、「コーチのほとんどの重要な面が心配の受け入れられたり、尊重された取られたという可能性としては危なく、島国的な確信、よりもむしろコーチとcoachee間の情報交換」 (Olalla 1998年)。 「コーチはパフォーマンス、開発および達成を」高める可能にするなプロセスであること発音するビジネス定義に(アレキサンダー及びRenshaw 2005年)。 特定の段階でactionedコーチが人の開発でより有効であること興味深く、1988の申し出まで遡ってMegginson (1988年)眺め。 従ってビジネス世界の文脈にコーチはより多くの役割、仕事細目(ウィリアムス2000年)を予測する。 私達が人の開発の適切な時に特定の介在が最も有効な方法である思考のこのラインに続けば、コーチの介在の広い範囲の検討は要求される。 そして私達は今では新しい何が、(Zeus及びSkiffington 2000年)コーチは心理学、スポーツ心理学および教育を合併したこと、および使用中の建物「市場性および信頼性」であることを見る。
 

Coachingの起源。 歴史

言葉「コーチ」はキャリッジの方法、実際にKócs (発音された「koach」起きる馬が引く車を示す1500'sで見られる)の小さいハンガリーの町に第1である。 中間の1850年代に単語のコーチは検査の準備の学生を(ZeusおよびSkiffington 2005年)助け、「詰め込むこと」のリンクを持つようである人に関係している英国大学で利用され外見上馬が引く駅馬車(Wikipedia 2005年)のチームの制御と関連付けられた多重タスク処理技術をリコールする。 Coachingは見、それが人文主義的な心理学の根(Zeus及びSkiffington 2000年)であることを人の威厳および実在価値に焦点を合わせる。

ビジネス世界のCoaching

現れ始められるヒューマニストの動きが私達見始めるのでの平行出現はの内のコーチ同等者の内で見ることができるビジネス世界、ジャーナルを見直した。 gorby (1937年)はパフォーマンスのボーナスを達成するために無駄を減らすように新しい従業員をコーチしているより古い従業員を記述する。 bigelow (1938年)は販売の人々をコーチしている販売部長を詳述する。 型(1951年)は「コーチとしてマネジャー」プログラムを報告した。 コーチする「フォローアップ」が評価を増進したHayden (1955年)は論争した。 mahler (1964年)は有能なコーチであるためにマネジャーを得る組織の難しさを示した。 gersham (1967年)は「態度及び業績」のスーパーバイザーの効果を評価した。 tobias (1996年)は「柔らかい技術」でコーチされる技術的に「優秀な」 44 yr oldのマネジャーで報告する。 「見直される同等者でしかし報告されて」紹介ある主に「を事例研究」が日誌に記し、「コメントしなさいマンチェスターの相談のグループ最近の調査のような厳密で分析的な仕事に対して」 (Zeus及びSkiffington 2005年)。 このグループは5.7回ROI 1996-2000年の間に進水するコーチプログラムに関して報告する。 また研究の焦点はこれとして偏られた製造業の方にだったその時に財政のpowerbase連動になり、「権限を与えられた労働力」および「作戦資源以外の人的資本」の概念はまだ現れることだった。

表面上に「生命コーチの」概念は、高校中退者をねらいとしたプログラムの活動のように、コーチする現代定義によって第1示した。 窮乏の戦争の最前線のこの仕事はベドフォードStuyvesant、ブルックリン、ニューヨークのYMCA後援されたトレーニングプログラムからの50年代に始まった。 その目標はより強力な勧めることを捜すことだったまたは助力人々の学習方法は生命(Adkins 2006年)の予想可能な進化問題に対処のための心理的なおよび社会技術を学ぶ。 60年代の終わりの方に研究はより厳密になった(グラント及びCavanagh 2004年)。 学術の方法のこの焦点はより進歩的な商業ボディによって必要な信頼性のための触媒だった。 そして自体エグゼクティブ及びビジネスコーチの生れは80年代のリーダーシッププログラムから現れた(Zeus及びSkiffington 2005年)。

Coachingの実質の進歩は事実上それ自身を改革するスポーツおよびビジネス世界の組合せと、来た。 テニスの彼の内部のゲームを持つTim Gallwey (1974年)は、のような他の著しいスポーツコーチの速い連続のビジネス文脈のコーチのための第一次触媒だった: ジョンWhitmore (チャンピオンの競争起動力)、David Hemery (オリンピックハードルのメダリスト)、およびDavid Witaker (オリンピックホッケーコーチ)。

それのCoachingは現代外観現実のNO、本当の通訳または解釈がないという中心の確信の理論を(ウィリアムス及びIrving 2001年)、学ぶConstructionistから生まれたである(Zeus及びSkiffington 2005年)。 1つは示す主義からのコーチの生れを見ることができる: 私達は「すべて私達が住んでいる世界の私達の経験の反射によって私達の自身の理解を」、組み立てる。 そして興味深く90年代のある人々は経営およびコミュニケーションの開発にかかわるそれらの特定の好意を見つけている「ある程度哲学の」グループの盛り上りであると信じる何が見ることと(Parsloe及びWray 2005年)、NLPのような現象が(Grinder及びBandler 1989年) 「この例を採り上げられるConstructionist理論、Batesonの(2000年の) Cybernetics、Chomsky'sの(1972年の)言語理論およびLandamatics (Landa 1974年)のようなそのような区域から」チェリーをいかに食べるか見ることは可能である。 それは学術およびより厳密な方法が分野の基準そして確認として機能するところに」、コーチの「科学者従業者モデルのための呼出しを発生させた商業企業の世界のこの「チェリー一突き」のアプローチそして要求である。 多数のためにコーチは専門的にコーチするそれらの存在にもかかわらず専門職、であることから遠く離れてある(グラント、2003b)。 定義および妥当性の現在の心配は「一点に集中したり」よりもむしろ現在位置に「現れた」専門職によって説明することができる。

Coachingの使用法。 適用

• ビジネスコーチ。
• 管理のコーチ。
• 生命コーチ。
• パフォーマンスのコーチ。
• スポーツはコーチする。
• 仕事場のコーチ。

Coachingのステップ。 プロセス

一般に一致しない。

Coachingの強さ。 利点

• 個人およびビジネスへのコーチの優勢な利点はself-directed学習の促進である。 学習がコーチで可能になるけれども、コーチの本当の根本的な利点は個人の機能により有能な貢献者として経験からで」動く「ある。
• 保ち、成長の才能によって調査は転移の間に積極的にコーチを奨励するか、または段階を変える会社にかなりの利点を示す。
• コーチのためのROIは調査が示す管理のコミュニティの標準的な教室研修が、特に、それら30まですぐにより中間層のスタッフを切るよりかなり高い。

Coachingの限定。 不利な点

• Coachingは療法でない。 そうであればcoacheeは依存するようになることができる。
• ビジネスの威信の位置として見、こうしてコーチおよび政治influencersのclichéを創造できる。
• あなたの上司に彼は告げる試みがらくたのコーチである!

Coachingの仮定。 条件

• CoachingはMalcolm Knowlesの考えで実際に引っ張り、個人に自身の学習およびすべての約束のための責任があると本質的に言う「学んでいる」は大人、「導かれる、よりもむしろ」導かれるべきである。
• これは非常に簡単な事のための非常に複雑なトピック、である。 それ自身をコーチすることが定義によってモデル行わないことである理由、モデルはのようなコーチの用具に育ったり、である。
• 現在一般に受け入れられた定義を提供する本部モデルがない。

本: Zeus & Skiffington - The Coaching at Work Toolkit

本: Mary Beth O'Neill - Executive Coaching with Backbone and Heart

本: Bruce Peltier - The Psychology of Executive Coaching

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Why you need Coaching and Mentoring Skills Management Skills, Coaching Skills, Mentoring Skills, Management Development, Leadership Development Effective managers understand the difference between their role as a mentor and as a coach in developing their people an... Practical Communication Tips for Managers Management Skills, Leadership Skills, Management Development, Leadership Development, Situational Leadership As manager you need to combine professional expertise and experience with specific character traits, interpersonal and c... Communication Essentials: Non-verbal, Verbal and Listening Skills Communication Skills, Personal Skills, Confidence, Power, Influence, Sincerity, Trust Presentation about communication skills, including non-verbal and verbal communication and listening skills. The present... Mindfulness and Wellbeing at Work Wellbeing, Well-being, Mindfulness, Motivation, Employee Commitment Time Management, Coaching This presentation elaborates on the concept of mindfulness in the workplace, and includes the following sections: 1. Ou... The Role of Supervisor | Skills of Supervisors Skills of a Supervisor, Supervisor Role, Supervisor Behavior This presentation elaborates on the skills that supervisors need in order to be successful in their business/organizatio... All the World is a Stage (Shakespeare) Impression Management, Communication Explanation of the main ideas of sociologist Erving Goffman regarding Impression Management. Shakespeare wrote: "A... Johan Cruijff on Coaching Coaching, Mentoring, Goal Setting, Teamwork In this video legendary Dutch football player and coach Johan Cruijff (1947-2016) presents some of his inimitable ideas ... Young Steve Jobs on the Role of Managers Management, Leadership, Talent Management, Talent Acquisition, Talent Development This video is a nice start for any management course. Jobs shares some ideas on managers (in a high-tech environment) an... How you can Change and Improve Yourself Self Development, Coaching, Mentoring, Management Development, Leadership Development Coach Tony Robbins explains that you can only achieve good results in changing or improving yourself if you: Not onl... Peer and Co-worker Relationships Relationship Management, Emotional Intelligence, Coaching, Emotional Work, Relationship at Work, Employee Relationships This presentation is about the relationship between peer and co-workers, and includes the following sections: 1. Nature... Guide Toward Coaching your Employees Coaching Employees, Performance Reviews, Giving Effective Feedback Presentation that provides information about the ways to effectively coach employees. The presentation includes the foll...

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Coachingをと比較した: Mentoring  |  Facilitation様式  |  リーダーシップのパイプライン  |  個人的なPowerのHagbergモデル  |  Cultural Dimensions  |  Cultural Intelligence  |  Emotional Intelligence  |  Managerial Grid  |  4 Dimensions of Relational Work  |  MaslowのHierachy of Needs  |  ERG Theory  |  Spiral Dynamics  |  Changing Organizational Cultures  |  Expectancy Theory  |  Whole Brain Model  |  Seven Habits  |  Seven Surprises  |  Johari Window  |  EPIC ADVISERS  |  Leadership Styles  |  Level 5 Leadership

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