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The Coaching Network - A Different Approach to Real-Time Learning
Abstract
Examines a Coaching Network as a twenty-week learning program based on just in time learning principles that builds individual development and at the same time contributes to organizational learning and business success. The coaching philosophy and framework for coaching conversations to occur are described, as well as the process for implementing such a Network. Finally, ongoing challenges related to structure, ownership, and the need for more precise measurement of results are identified.
This study focuses on the prerequisites for successful communication and collaborative learning in a large multinational company experienced by human resource development (HRD) practitioners who participated in a cross-cultural e-learning course. The participants were Finnish and Chinese employees (n=17) who used an asynchronous web-based tool to study adult education in a virtual university course. The web discussions of the one-year university course were used as a material for this study. The discussions were analysed by the phenomenographic method. On the basis of the analysis three main themes concerning communication and collaboration at work could be identified: 1) prerequisites for collaborative activities, 2) cultural differences, and 3) the role of management. We discuss the implications of these aspects for the development of e-learning solutions for professional and organisational development.
While the field of one-to-one executive coaching is expanding quickly, there is a dearth of research on this subject. This paper seeks to explore the impact of executive coaching on five executives, and takes two broad directions. Firstly, conversations with executives were examined to identify the views that emerged from the data. Secondly, the conversations were examined in the light of a model of evaluation devised by Guskey. Both perspectives combined to provide an overview of the executives, their work, and what learning may have occurred. Learning, executive coaching, professional development, effectiveness/evaluation The assistance of Associate Professor Colin MacMullin with this article is acknowledged.
Incl. abstract, bib. Over the past few years developments in higher education have brought us to a position where collaboration between the university and the private sector is becoming more and more common. The industry approach to continuing professional development is based on the needs of acquiring, developing and retaining a skilled and competent workforce. Universities in turn may benefit from the knowledge, ideas and practices of working life outside the academy. Both parties urgently need to prepare people to function in the information society. We argue that successful cooperation between industry and university requires that both parties enter into a thorough-going dialogue concerning current pedagogical and educational thinking. This article highlights the specific needs of organisations and how universities can assist companies in the provision of continuing professional development. Some of the initial insights gained from a case study are presented and possible principles on which to base future development are suggested.
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