Coaching

Centro de Conhecimento

Que é Coaching? Descrição

Coaching pode ser descrito como um método e uma técnica que possam ser usados guiando um indivíduo à aprendizagem nova em frames de tempo definidos. 

Há muitas definições para treinar. Com assim variar muitos e definições contradictory, sugeriu-se que incorporar o debate de definir que treina é neste tempo atual um exercício no abstraction (Jackson, 2005). Mesmo os escritores académicos prolific (Clutterbuck e Megginson, 2005) mudam seu viewpoint, indicando que o campo ainda se está tornando e líquido. Tão distante para trás quanto 1994, Garvey (1994) consulta “ao helping one-to-one” e propõe assim o conceito de redefinir o termo, com quase Esperanto-como a esperança que “o helping one-to-one” pôde ser o rebirth de a muddied o termo que though eficaz em termos do descriptor não é “pegajoso” em termos marcar.

Alguns escritores sugeriram que mentoring é o modelo para treinar e que mentoring, como um título trabalhando são demasiado formais. Utilizam o ônibus da palavra porque é um mais prontamente palatable (Hudson, 1999). Mais recentemente, em uma tentativa heroic de criar algum formulário da coesão dentro deste Vista confused, nós vemos que os escritores proeminentes no campo não são felizes aceitar uma ou outra atividade como um subconjunto do outro. Indicam categorically que as distinções entre a confusão destas duas causas dos termos e que a comunidade deve começar se mover para um termo concordado do Ônibus-Mentor (Parsloe & Wray, 2005).

As definições de Coaching podem ser tão simples e inclusivas quanto, “o processo de empowering outro” (Whitmore, 1997). Ou mais definitive: “um processo que permita a aprendizagem e o desenvolvimento ocorrer e performance melhorar assim”. Ser um ônibus bem sucedido requer um conhecimento e uma compreensão do processo as well as a variedade dos estilos, das habilidades e das técnicas que são apropriados ao contexto em que o takes place treinando (Parsloe, 1999). O Perspective faz também uma parte enorme na interpretação de uma definição individual dos contribuinte. Os Mentors vêem treinar como predominantly habilidade-relacionado, com as potencialidades específicas ligadas ao resultado (Cranwell e outros, 2004). O ônibus desloca o foco aos resultados do trabalho (Megginson e Clutterbuck, 1995) e um foco preliminar no performance dentro do trabalho atual e emfatiza o desenvolvimento das habilidades (Clutterbuck, 2004).

As definições por ônibus tornaram-se sobre os anos. Do um tanto quaint, opinião potencial perigosa e insular que “a maioria de aspecto importante de treinar está sendo aceitado, cuidado respeita e tomado de, melhor que a troca de informação entre o ônibus e o coachee” (Olalla, 1998). À definição do negócio que pronuncia que “treinar é um processo permitir para aumentar o performance, o desenvolvimento e o fulfillment” (Alexander & Renshaw, 2005). Interessante, a parte traseira de Megginson (1988) tão distante quanto 1988 proffers a vista que treinar é mais eficaz no desenvolvimento de uma pessoa se actioned em estágios específicos. Assim no contexto do mundo do negócio treinar é mais papel, trabalho e projeta o específico (Williams, 2000). Se nós seguirmos esta linha do pensamento que as intervenções específicas em horas apropriadas em um desenvolvimento das pessoas são a metodologia a mais eficaz, a seguir uma revisão da escala larga de intervenções treinando é requerida. E nós veremos que o que é novo, são que treinar amalgamated o psychology, o psychology dos esportes e a instrução (Zeus & Skiffington, 2000), e são agora edifício ocupado “marketability e credibility”.
 

Origem de Coaching. História

O termo “ônibus” é primeiro visto no 1500's que consulta a um método da carruagem, realmente um veículo extraído cavalo, originando na cidade Hungarian pequena de Kócs (pronunciado “koach”). No 1850's mid o ônibus da palavra foi utilizado nas universidades inglesas que consultam a uma pessoa que ajudasse a estudantes na preparação do exam (Zeus e Skiffington, 2005) e parecesse ter as ligações com “cramming” aparentemente recalling as habilidades do multitasking associadas com controlar a equipe de um stagecoach horse-drawn (Wikipedia, 2005). Coaching vê que é raizes no Psychology Humanistic (Zeus & Skiffington, 2000), focalizando em uma dignidade das pessoas e em um valor intrínseco.

Coaching no mundo do negócio

Porque o movimento do humanista começado emergir nós começa a ver um emergence paralelo de treinar dentro do mundo do negócio, que pode ser visto dentro do par reviu jornais. Gorby (1937) descreve uns empregados mais velhos que treinam empregados novos para reduzir o desperdício, para conseguir um bônus do performance. Bigelow (1938) recounts as gerente de vendas que treinam povos das vendas. O molde (1951) relatou “gerente como um programa do ônibus”. Hayden (1955) argumentou que a “continuação” que treina melhorou appraisals. Mahler (1964) indicou as dificuldades das organizações que começam suas gerente ser ônibus eficazes. Gersham (1967) avaliou o efeito dos supervisores da “no performance atitude & de trabalho”. Tobias (1996) relata em uma gerente velha tècnica “excelente” de 44 anos, que seja treinada “em habilidades macias”. Relatado Though no “par revisto journals” os referrals são predominantly de “estudos caso” e “comente” ao contrário dos trabalhos analíticos rigorous tais como o estudo mais recente pelo grupo consultando de Manchester (Zeus & Skiffington, 2005). Este grupo relata 5.7 vezes ROI com respeito a um programa treinando lançado entre 1996-2000. O foco da pesquisa foi engrenado também para uma manufatura inclinado como este era o powerbase financeiro naquele tempo e os conceitos “de workforces empowered” e “do capital humano” à excepção de um recurso operacional eram emergir ainda.

Ostensibly da “o conceito treinando vida” demonstrou o primeiro, pelas definições modernas, treinando como a atividade, em saídas visadas programa de uma High School. Este trabalho no forefront da guerra na pobreza começou nos 1950's de um programa de treinamento YMCA-patrocinado em Bedford-Stuyvesant, Brooklyn, N.Y. Seu alvo era procurarar métodos aconselhando/de aprendizagem mais poderosos em povos de ajuda aprende as habilidades psicológicas e sociais para lidar com os problemas developmental predictable da vida (Adkins, 2006). Para o fim de 60's a pesquisa tornou-se mais rigorous (Grant & Cavanagh, 2004). Este foco em umas metodologias mais académicos era o catalizador para o credibility requerido pelos corpos comerciais mais progressivos. E como esta'n o nascimento do executivo & de treinar do negócio emergiu dos programas da liderança nos 1980's (Zeus & Skiffington, 2005).

A descoberta real de Coaching veio com a mistura dos esportes e do mundo do negócio, re-inventing virtualmente. Tim Gallwey (1974) com seu jogo interno do tênis, era um catalizador preliminar para treinar em um contexto do negócio com a sucessão rápida de outros esporte-ônibus notáveis, como: John Whitmore (campeão que compete o fator causando), David Hemery (Medalist Olympic dos obstáculos), e David Witaker (ônibus Olympic do Hockey).

Coaching nele é guise moderno foi carregado fora da teoria de aprendizagem de Constructionist (Williams & Irving, 2001), com uma opinião do núcleo que há um No., intérprete verdadeiro ou interpretação da realidade (Zeus & Skiffington 2005). Um pode ver o nascimento de treinar dos princípios que indicam: nós “todos construímos nossa própria compreensão do mundo que nós vivemos dentro, com a reflexão em nossas experiências”. E interessante com ver dos 1990's o que alguns acreditam para ser um upsurge nos grupos “quasi-filosóficos”, encontrando o favor particular com os aqueles envolvidos na gerência e no desenvolvimento das comunicação (Parsloe & Wray, 2005), é possível ver como o fenômeno tal como o NLP (Grinder & Bandler, 1989) tem a “cereja escolha” de tais áreas tais como teorias (de 2000) (1972) línguas da teoria de Constructionist, da Cibernética, do Chomsky de Bateson e Landamatics (Landa, 1974). É este da “abordagem da picareta cereja” e as demandas de um mundo corporativo comercial que gere a chamada para do “um modelo cientista-practitioner de treinar”, onde uma metodologia mais académico e mais rigorous agirá como uma marca de nível e um validation do campo. Para muitos treinar é longe de ser uma profissão, apesar da existência daquelas que treinam profissionalmente (Grant, 2003b). Os interesses atuais da definição e da validez podem ser explicados por uma profissão que “convirja” melhor que “emerja” em sua posição atual.

Uso de Coaching. Aplicações

• Ônibus do negócio.
• Ônibus executivo.
• Ônibus da vida.
• Ônibus do performance.
• Ônibus dos esportes.
• Ônibus do Workplace.

Etapas em Coaching. Processo

Concordado não universal.

Forças de Coaching. Benefícios

• O benefício predominant de treinar ao indivíduo e ao negócio é o facilitation da aprendizagem self-dirigida. Embora aprender é permitida através de um ônibus, o benefício subjacente verdadeiro de treinar está na abilidade do indivíduo “de mover-se em” da experiência como um contribuinte mais capaz.
• Nos termos do talent de retenção e tornando-se os estudos indicam vantagens consideráveis às companhias que incentivam ativamente treinar durante fases da transição/mudança.
• O ROI para treinar é consideravelmente mais elevado do que o treinamento de sala de aula padrão, especial na comunidade executiva, onde os estudos mostram eles desconecta a equipe de funcionários mais rapidamente do que média do tier até 30.

Limitações de Coaching. Desvantagens

• Coaching não é terapia. Se for então o coachee pode tornar-se dependente.
• Pode ser visto como uma posição do prestige em um negócio e assim pode criar um cliché dos ônibus e de influencers políticos.
• Tentativa que diz a seu chefe é um ônibus do crap!

Suposições de Coaching. Circunstâncias

• Coaching puxa realmente na idéia de Malcolm Knowles e o “adulto que aprende”, que diz essencialmente que o indivíduo tem a responsabilidade para sua própria aprendizagem e todos os acoplamentos, deve “ser guiado, melhor que conduzido”.
• Este é um tópico incredibly complicado, para uma coisa tão simples. A razão que é que se treinar não é pela definição um modelo, modelos como CRESCE, é as ferramentas de treinar.
• Atualmente não há nenhum modelo da central que oferece uma definição universal aceitada.

Livro: Zeus & Skiffington - The Coaching at Work Toolkit

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

Livro: Bruce Peltier - The Psychology of Executive Coaching

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