The coaching network: a program for individual and organizational development

Abstract

Coaching networks have been implemented in some Canadian companies as a way of building personal innovation and creativity. The authors describe how such a network can be developed using just‐in‐time adult education principles, within an interpretive paradigm. Dialogue and conversation through coaching are used as a potential vehicle to bring about both individual and organizational transformation. Program participants value the network in terms of the opportunity both to learn new and useful skills for the workplace, and the opportunity to build self‐confidence through relationships with others in the organization. Key issues for the authors include the need to build in‐house expertise, ownership of the program, and the amount of structure necessary to maintain program integrity yet still permit maximum creativity on the part of participants.

Citation

Bowerman, J. and Collins, G. (1999), "The coaching network: a program for individual and organizational development", Journal of Workplace Learning, Vol. 11 No. 8, pp. 291-297. https://doi.org/10.1108/13665629910300414