Traditional training teaches specific skills and concepts often in a series of discrete and ultimately disjointed processes. Coaching, on the other hand, is an open‐ended process that analyses the present situation, defines the performance goal, combines personal, organizational and external resources and then implements a plan for achieving that goal. Following this definition, the article considers the coaching process in detail, and the role of the coach, particularly how members of the team make use of him or her. It develops two models for coaching to deal with different circumstances and illustrates their use with case studies. A “coaching culture” within the organization can also help generate a forum for creativity, planning and problem solving.
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