Coaching

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Che cosa è il Coaching?

Il Coaching può essere descritto come un metodo e una tecnica che può essere usata per guidare un individuo all'apprendimento in periodi di tempo definiti.  

Ci sono molte definizioni di coaching. A causa delle tante definizioni diverse e contradittorie, entrare nel merito della definizione di coaching è oggi un'esercitazione astratta (Jackson, 2005). Anche i prolifici scrittori accademici (Clutterbuck e Megginson, 2005) hanno cambiato il loro punto di vista, indicando che il campo si sta ancora sviluppando. Fin dal 1994, Garvey (1994) fa riferimento all'aiuto “one to one„ e propone la ridefinizione del termine, con la speranza, tipo Esperanto, che l'aiuto “one to one„ potrebbe essere la rinascita di un termine confuso che per quanto sia efficace in termini di descrizione non lo centra esattamente.

Alcuni scrittori hanno suggerito che il mentoring è il modello per il coaching e che il mentoring, come termine lavorativo è troppo formale. Essi utilizzano la parola coach poichè è più gradevole al palato (Hudson, 1999). Più recentemente, nel tentativo eroico di creare una certa forma di coesione all'interno di questa visione confusa, i maggiori scrittori di questo dominio non hanno accettato entrambe le attività nè una come sottoinsieme dell'altra. Dichiarano categoricomente che le distinzioni fra questi due termini causano confusione e che la comunità dovrebbe cominciare ad accettare un termine tipo Coach-Mentor (Parsloe & Wray, 2005).

Le definizioni di Coaching possono essere semplici e incisive, come “il processo di responsabilizzare gli altri„ (Whitmore, 1997). O più definitive e comprensive: “un processo che permette l'apprendimento e lo sviluppo e di conseguenza il miglioramento delle performance„. Essere un coach di successo richiede conoscenza e comprensione del processo così come della varietà degli stili, abilità e tecniche adatte al contesto in cui il coaching ha luogo (Parsloe, 1999). Anche la prospettiva gioca un ruolo importante nell'interpretazione di una definizione individuale dei contributori. Coaching di punto di vista dei mentori come principalmente relativo alle abilità, con le capacità specifiche collegate a risultato (Cranwell ed altri, 2004). Il coach sposta l'attenzione sui risultati lavorativi (Megginson e Clutterbuck, 1995) e principalmente sulle performance e dà risalto allo sviluppo delle abilità (Clutterbuck, 2004).

Le definizioni di coach sono mutate nel corso degli anni. Dalla credenza bizarra, potenzialmente pericolosa e gretta che “l'aspetto più importante del coaching è essere accettati, rispettati e attenzionati, piuttosto che lo scambio di informazioni che avviene fra coache e coachee„ (Olalla, 1998). Alla definizione nel campo degli affari che vede il coaching come un processo che permette l'aumento delle performance, lo sviluppo e la realizzazione„ (Alexander & Renshaw, 2005). Interessante, Megginson (1988) il quale sostiene che il coaching è più efficace nello sviluppo della persona se azionato in delle fasi specifiche. Così nel contesto del mondo degli affari il coaching è più specifico ad un ruolo, un lavoro e un progetto (Williams, 2000). Se seguiamo questa linea di pensiero, cioè che la metodologia più efficace nello sviluppo delle persone consiste nell'effettuare interventi specifici nei momenti adatti, dovremmo allora rivedere una vasta gamma di interventi del coaching. E vedremo che il coaching oggi ha incluso la psicologia, la psicologia dello sport e la formazione (Zeus & Skiffington, 2000) ed è ora occupata a costruire “la commercializzabilità e la credibilità„.
 

Origine del Coaching. Storia

Il termine “coach„ è apparso per la prima volta nel 1500 circa riferito ad un metodo di trasporto, un veicolo trainato da cavalli, provenente dalla piccola città ungherese di Kócs (pronunciato “koach„). A metà del 1850 la parola è stata utilizzata nelle università inglesi riferita ad una persona che aiutava gli allievi nella preparazione all'esame (Zeus e Skiffington, 2005) e sembra avere collegamenti con la parola “cramming [sgobbare]„ che richiama apparentemente l'abilità multidisciplinare connessa con il controllo di un gruppo di diligenze trainate dai cavalli (Wikipedia, 2005). Il Coaching affonda le sue radici nella Psicologia Umanistica (Zeus & Skiffington, 2000), focalizzandosi sulla dignità e sul valore intrinseco di una persona.

il coaching nel mondo del business

Con l'emergere del movimento dell'Umanista, si comincia a parlare di coaching anche nel mondo del business. Gorby (1937) descrive gli impiegati più vecchi che fanno i coach dei nuovi per ridurre lo spreco, in modo da realizzare performance migliori. Bigelow (1938) narra dei Sales Manager che istruiscono i venditori. Mold (1951) ha riportato un programma “un manager come coach„. Hayden (1955) ha sostenuto che il coaching cosidetto “di aggiornamento„ migliora la propria valutazione. Mahler (1964) ha indicato le difficoltà delle organizzazioni nel convincere i loro manager ad essere dei buoni coach. Gersham (1967) ha valutato l'effetto dei supervisori “sull'atteggiamento & sul rendimento nel lavoro„. Tobias (1996) ha riportato esempi di un manager tecnicamente eccellente di 44 anni, che viene istruito sulle abilità soft. Sebbene riportati in riviste di settore ad uso interno, tutti questi rapporti sono principalmente “casi di studio„ e “commenti„, non lavori analitici rigorosi tipo lo studio recente del Manchester Consulting Group (Zeus & Skiffington, 2005). Questo gruppo ha segnalato la presenza di un ROI 5.7 volte superiore grazie ad un programma di coaching lanciato nel periodo 1996-2000. L'attenzione di questa ricerca è stata innestata in un ambiente di produzione poichè questa era la base del potere finanziario di allora ed i concetti di “responsabilizzazione della forza lavoro„ e “capitale umano„ diverso da risorsa operativa erano ancora in fase emergente.

Il concetto di "life coaching„ appare per la prima volta tra le definizioni moderne di coaching come attività, in un programma finalizzato ai ritirati dalla scuola media superiore. Questo lavoro, mirato a combattere la povertà è cominciato negli anni 50 con un programma di formazione sponsorizzato da YMCA in Bedford-Stuyvesant, Brooklyn, N.Y. Il suo scopo era quello di cercare i metodi più efficaci di apprendimento/consulenza per aiutare la gente ad apprendere le abilità psicologiche e sociali utili a fronteggiare problemi di vita, prevedibili, inerenti allo sviluppo (Adkins, 2006). Verso la conclusione degli anni 60 la ricerca è diventata più rigorosa (Grant & Cavanagh, 2004). Questa attenzione su metodologie più accademiche è stata il catalizzatore della credibilità, richiesta dagli enti commerciali più progrediti. E come tali la nascita dell'executive e business coaching è emersa tra i programmi di leadership degli anni 80 (Zeus & Skiffington, 2005).

La reale innovazione del Coaching è venuta con la fusione tra lo sport ed il mondo degli affari, che lo hanno virtualmente reinventato. Tim Gallwey (1974) con il suo Inner Game of Tennis, fu uno dei primi catalizzatori del coaching nel contesto degli affari, a cui sono successi rapidamente altri coach sportivi di fama notevole, come: John Whitmore (campione di corse automobilistiche), David Hemery (medaglista Olimpico del salto ad ostacoli) e David Witaker (coach Olimpico di hockey).

Il Coaching, nel significato moderno, è stato sopportato dalla Teoria dell'Apprendimento Costruttivo di (Williams & Irving, 2001), la cui credenza centrale è che non esiste una sola vera interpretazione della realtà (Zeus & Skiffington 2005). Si può vedere la nascita del coaching dai principii che dichiarano: “tutti costruiamo la nostra propria comprensione del mondo in cui viviamo, riflettendoci nelle nostre esperienze„. Ed è interessante vedere che negli anni 90, quello che alcuni credevano fosse un aumento dei gruppi “quasi-filosofici„, con particolare favore per quelli addetti alla gestione ed allo sviluppo delle comunicazioni (Parsloe & Wray, 2005), è possibile vedere come un fenomeno quale NLP (Grinder & Bandler, 1989) ha selezionato da tali aree tra cui La teoria Costruttiva, la Cybernetica di Bateson (2000), la Teoria della Lingua di Chomsky (1972) e la Landamatics (Landa, 1974). È questo “metodo di selezione„ e le domande del mondo aziendale commerciale che hanno generato la richiesta di “un modello scientifico-medico del coaching„, dove una metodologia più accademica e più rigorosa fungerà da benchmark e da convalida del campo. Per i molti il coaching non è una professione, malgrado l'esistenza di persone che istruiscono professionalmente (Grant, 2003b). Le attuali preoccupazioni della definizione e della validità possono essere spiegate dal fatto che è una professione che “ha converso„ piuttosto che “è emersa„ sulla sua attuale posizione.

Uso del Coaching. Applicazioni

• Business Coach.
• Executive Coach.
• Coach di Vita.
• Coach di Performance.
• Coach di Sport.
• Coach del Posto di Lavoro.

Fasi del Coaching. Processo

Non concordate a livello universale.

Punti di Forza del Coaching. Benefici

• Il beneficio predominante del coaching per l'individuo e per il business è la facilitazione dell'apprendimento autogestito. Benchè l'apprendimento avvenga attraverso un coach, il vero beneficio di fondo del coaching è la capacità dell'individuo di fare un'esperienza più da contributore.
• In termini di ritenzione e sviluppo del talento, studi indicano i vantaggi significativi per le aziende che incoraggiano attivamente il coaching durante le fasi di cambiamento/ transizione.
• Il ROI per il coaching è considerevolmente superiore alla formazione in aula standard, particolarmente nella Comunità dei dirigenti, in cui gli studi mostrano che essi si distraggono fino a 30 volte più rapidamente del personale di livello medio.

Limitazioni del Coaching. Svantaggi

• Il Coaching non è una terapia. Se lo è allora il coachee può diventare dipendente.
• Può essere visto come posizione di prestigio nel business e può creare così un cliché di coach ed influenzatori politici.
• Provate a dire al vostro capo che è un coach scadente!

Presupposti del Coaching. Circostanze

• Il Coaching realmente si basa sull'idea di Malcolm Knowles e “l'Apprendimento Adulto„, che essenzialmente dice che l'individuo ha la responsabilità del suo apprendimento e di tutti i suoi impegni, e dovrebbe “essere guidato, piuttosto che condotto„.
• Questo è un argomento incredibilmente complicato, per una cosa così semplice. Il motivo è che il coaching in se non è per definizione un modello, i modelli tipo la CRESCITA sono gli strumenti del coaching.
• Attualmente non ci sono modelli principali che offrono una definizione universalmente accettata.

Referenza Bibliografica: Zeus & Skiffington - The Coaching at Work Toolkit

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

Referenza Bibliografica: Bruce Peltier - The Psychology of Executive Coaching

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Corsi sul Coaching. Corso per Principianti Corso Avanzato Corso per Esperti

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Fonti di Informazione Varie fonti di informazioni su Coaching. Qui troverai powerpoint, video, notizie, ecc. da utilizzare nelle tue lezioni e seminari. The Fatal Coaching Mistake by Managers Coaching, Mentoring, Management, Leadership Managers and executives often don't realize how much influence they have over their staff, by just being their superior... How to Become a Master Manager? Introduction to Managing People. Know Thyself This good introduction presentation is about how to be a Master Manager. By J. S. Osland, D. A. Kolb, I. M. Rubin and M.... Introduction to Coaching Employees Organizational Coaching, Employee Assistance Presentation about Coaching, thereby focusing on Employee Assistance (EA) coaching. 1. The Importance of Coaching 2. C... Coaching vs Counseling A Comparison Comparison of counseling and coaching on 6 characteristics.... Building the Helping Relationship 10 Principles for Facilitative Consultancy Superb article by MIT Professor and OD consultant Edgar H. 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People Management, Conflict Management, Persuasion, Challenging Situations This presentation is about the management of Conflicts, other challenging situations and about managing challenging peop... Manager? 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... 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Strumenti Strumenti utili riguardanti Coaching. Notizie Video Presentazioni   Libri Accademico Di più

Paragonare a Coaching: Mentoring  |  Stili di Facilitazione  |  Leadership Pipeline  |  Modello del Potere Personale di Hagberg  |  Dimensioni Culturali  |  Intelligenza Culturale  |  Intelligenza Emotiva  |  Griglia Manageriale  |  4 Dimensioni del Lavoro Relazionale  |  Gerarchia dei bisogni di Maslow  |  ERG Theory  |  Dinamiche a Spirale  |  Culture organizzative cambianti  |  Teoria della Aspettativa  |  Whole Brain Model  |  I Sette Pilastri del Successo  |  Sette Sorprese  |  Finestra di Johari  |  CONSIGLIERI EPICI  |  Stili di Leadership  |  Leadership di Livello 5

Ritornare alla Disciplina di Gestione: Cambiamento & Organizzazione  |  Comunicazione & Abilità  |  Risorse Umane  |  Leadership

Più Metodi, Modelli e Teorie di Gestione