By Erik de Haan
This is often the 1st critical e-book approximately training deeply rooted in an extended and sundry therapeutical culture that whilst interprets insights from that culture into transparent and crisp versions for useful program in glossy training perform. The e-book refers to recognized training methods in enterprise and devotes extra cognizance than traditional to inner training practices. it's a specified, rigorous but available advisor to training ways and perform.
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Additional resources for Coaching with Colleagues: An Action Guide to One-to-One Learning
2 At any one moment in a coaching conversation, coachee and coach are standing side by side on the map and looking out at what is going on within the coachee. This is not a conventional model of communication, with a sender, a receiver and numerous distortions in the communication process (as, for example, in Schulz von Thun, 1982). Such models fall short when it comes to coaching: all too easily we give in to the tendency to experience our communication with other people as our interaction with the things that surround us.
Implicit information from the coachee, that is, information which can be read ‘between the lines’. This information is again both expressive and appellant. 5 In fact, implicit communication forms a grey area between all four quadrants. Think of vague, barely audible words: do they belong to the ‘conversation space’, or the ‘private person’ space? Do they reveal something about the coachee in the ‘blind spot’, or do they make coach and coachee guess about their origin, which means that they remain ‘unknown territory’?
Such models fall short when it comes to coaching: all too easily we give in to the tendency to experience our communication with other people as our interaction with the things that surround us. Sure enough, ‘things’ send out ‘signals’ – and, sure enough, those signals come through clearly or less clearly – and, sure enough, we receive those ‘signals’, process different aspects of them, construct some sort of internal ‘representation’ of the things and react to that in turn. Yet this representation does not do full justice to the complexity of our interaction with things, and definitely falls short as a representation of our communication with people, where something fundamentally a.
Coaching with Colleagues: An Action Guide to One-to-One Learning by Erik de Haan