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Jingdong book

企业教练指南

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企业教练指南

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教练技术是21世纪知识型职场人士行为改变的重要技术,《企业教练指南》是美国人才发展协会(ATD)教练认证参考书,具有鲜明的科学、简洁和实用的特点。
《企业教练指南》将教练理论与组织学习、成人学习的理论结合起来,提供了一个清晰的理论框架,帮助读者将书中的观点和建议放在人的行为改变这一大背景下思考,能够为职场学习与绩效(WLP)专家担任的任何教练角色提供指导。该教练模型可以应用于任何教练关系——个人、团队和整个组织。
《企业教练指南》提供了具体问题、工作辅助、模板和资源等来帮助读者设计、研究、展示、实施和评估一个能为组织带来价值的教练项目——从管理组织政治到建立教练准则等各个方面。《企业教练指南》构建了一个流畅的教练流程,帮助组织建立教练关系、收集支持数据、设立目标、应对阻碍,向着明确的成果迈进。《企业教练指南》将帮助你设计组织教练的方法,每一章都描述了组织教练模型中的一项具体步骤。
Author Description

弗吉尼娅·比安科-马西斯(VirginiaBianco-Mathis),拥有20多年的丰富经验,并获得了人力资源与组织发展的博士学位,被认为是这一领域的领先人物。她曾担任一系列行业核心职位,为企业高管担任咨询顾问,并在绩效管理、组织变革、领导力发展、高管团队建设、教练和战略规划方面出版了大量的书籍并做演讲。
Comments

★企业教练们现在拥有了一个全面的教练工具,可以帮助他们有效应对各个层面的教练需求,帮助教练对象和企业获得成功!
——JanBreschMahrer预防癌症基金会执行副总裁兼首席运营官

★你想学习如何更好地帮助他人提升能力吗?本书提供了一套强有力的系统思考模式。本书作者通过专业化的研究,为我们这些想要成为优秀教练的人提供了一条清晰的路径。
——AlanPhillipsPhillips集团总裁

★本书终于出版了!这是一本关于如何在组织内部进行成功教练的圣经!作者很智慧的分解了企业教练的流程和内容,为我们提供了清晰的地图和重要的工具。每个与企业教练有关的人,都需要读这本书!
——SuziPomerantz创新领导力国际有限公司,高管教练、国际企业教练联盟副总裁,董事会成员

★读完本书的前两章我就着迷了!对任何想要寻求针对个人、团队或组织教练的实用教练模型的职场学习与绩效人士而言,本书都是一个实用、易读、易用的指南。本书对有效的企业教练方式的理解达到了新的高度!
——LauraH.Chalkley弗吉尼亚阿灵顿培训与组织发展部长官

★本书清晰而出色地描述了企业教练从宏观(愿景、目的、模型)到微观(工具、对话、清单)的过程。作者提供了从事企业教练所需要的一切,让创建和实施教练项目不再是一个让人望而却步的事情。
——Teri-EBelfSuccessUnlimitedNetwork,LLC、创始人、董事长、教练及教练培训师
Catalogue

序言
导言
01教练与其他组织改变方法
什么是教练
教练的理论和实践
将想法付诸行动

02明确角色定位
组织教练模型
教练与系统一体化
教练角色
将想法付诸行动

03构建教练基础
引言:珍妮弗的例子
恰当匹配
教练与客户的面谈
客户准备情况
道德行为
教练协议
将想法付诸行动

04共创伙伴关系
引言:拉杰的案例
教练空间
教练语言
更多对话技巧
对话练习
将想法付诸行动

05收集与分析数据
引言:乔斯林的案例
数据收集
方法和工具
做出选择
数据分析
将想法付诸行动

06反馈行为数据
引言:泰的案例
将数据置于情境中
支持反思
建立新联系
做出明智选择
将想法付诸行动

07设定目标并跟踪进度
引言:马特的案例
设定教练目标
选择可行方案
撰写支持行动的SMART目标
将目标整合到教练行动计划中
跟踪进度
运用恰当的衡量方法
选择衡量工具
将想法付诸行动

08举行教练对话
引言:胡安妮塔的案例
COACH模型
COACH模型中的提问和表达
困境中的客户
将想法付诸行动

09管理教练项目
引言:教练工作小组案例
运用系统方法
创建愿景
评估企业准备度
项目的设计
推广项目和协调角色
衡量过程与结果
公布成果
培养教练
驾驭挑战
将想法付诸行动
后记
参考文献
作者简介
Book Abstract

《企业教练指南》:
拉里的案例拉里感到很困惑。他非常努力地工作,但不知道为什么事情还是出了错。六个月前,在看到一些反馈之后,拉里决定致力于改善与高管及其所在部门的其他三个团队的经理的关系。
有人在反馈中说拉里总是倾向于从自己的角度思考问题。人们觉得他只维护和支持自己部门的行动,而不是从更大范围看问题。人们认为如果他能证明他所关心的事和他的建议能使整个公司而不只是自己部门受益的话,会更有帮助。
拉里开始在会议上这样表达,“我有一个主意,我想知道这个主意对你们各自的领域有什么影响——我们如何达到双赢。”在他自己团队的员工会议上,他强调要与其他部门合作,全面思考,与其他部门共同解决问题。
四周后,拉里问他的几个同事和下属,他们是否注意到了他的变化。一个人说:“拉里,我认为你最近很积极,这样很好。”拉里想要问更多细节问题,但对方没说什么。他团队的一个同事说:“你最近一直表现出很关心整个组织的样子。你说了一些很包容的话。
但是让我们面对现实,你其实只对我们自己的领域感兴趣。你和我都知道,如果我需要做出一个决定,这个决定可能会帮助其他部门,但是在过程中却会伤害我们部门。这个时候你会希望我毫不留情采取强硬态度。你现在仍然是这样教我和其他团队成员的。”拉里不知道该说什么。他被这种直接的、揭露事实的反馈震惊了;同时他也感到很失望,因为他最近做出的努力被看做不真诚。
拉里决定和公司内部的教练胡安谈谈。在胡安的帮助下,拉里制定了一个清单,列出了为实现“跨部门合作、支持、态度和包容”的具体行动。胡安在卡片上做了一个小的调查表,其中列出了各项行动,1(未展示)到5分(展示)的打分表,并留出写文字评论的空间。胡安让拉里选出5位每周与他有几次接触的同事,对他的行为进行评价。然后胡安和拉里进行了角色扮演,演练拉里如何邀请每个同事加入到他“改善跨部门互动”的工作中来,在三周的时间里记录他的表现,然后面对面向拉里提出直接的反馈。胡安认为这是很有效的教练方式,原因如下:·由于拉里知道有人在评估他,他会更加留意自己的行为。这种宾时的观察过程会持续激励拉里练习自己的目标行为。
·这个过程本身就是跨部门支持的体现,因为拉里让其他人参与到自己的发展过程中来。
·拉里将鼓励其他人帮助自己实现目标。所以,采用卡片的方法将督促他们寻找拉里身上的新行为,而不是每次都聚焦干他做得不好的方面。
刚开始,拉里不确定自己想这么做。他觉得这样容易暴露自己的弱点,使自己不像一个领导。胡安也同意这个过程可能让人觉得不舒服。但是他指出,别人认为他“只关心自己的事情”的看法,也会影响和危及拉里作为一个领导的未来。胡安进一步解释道,不仅持续地展现新的行动需要练习和投入时间,改变别人对自己的看法也需要很长时间。胡安说,“让我们面对现实,拉里。你的同事已经和你共事了很长时间。他们已经为你贴上了标签,认定你是某种人或某种领导。改变别人的看法需要采取行动,而且这比采取新行动花的时间更长——这还需要他们给你机会并关注你的新行为。
让你周围的人参与到这个改变过程中来吧。
让客户周围的人参与到教练过程中来,这是支持教练目标实现的有效方式。
……
Introduction

关于教练的书已经有很多。最近,我们在谷歌上搜索关于商业教练的书籍,找到50多万条结果。那么,我们为什么还要再写一本关于教练的书呢?这本书有哪些独特之处?
作为人类行为的研究者,我们已经成功地运用教练作为一种组织发展工具,提高了个人、团队和组织的绩效。经过多年来在私营部门、政府和非营利性组织的实际应用,我们仔细地回顾了教练的成功和失败之处,并对这些经验进行归纳整理,形成了一个代表多方面最佳实践的教练模型。
第一,我们将教练理论与组织学习及成人学习理论结合起来,提供了一个理论框架,帮助读者将此书中的观点和建议放在人的行为与改变这一大背景下思考。第二,我们提供了具体问题、工作辅助、模板和资源等来帮助读者设计、研究、演示、实施和评估一个能为组织带来价值的教练项目——从管理组织政治到建立教练准则等各个方面。第三,我们描述了一个流畅的教练流程,帮助建立教练关系、收集支持数据、设立目标、应对阻碍,向着明确的成果迈进。
那么,我们没有做什么呢?我们并没有为教练编写手册,没有对相关书籍进行穷尽搜索,也没有为某个教练学校或某种教练风格做广告。在本书中,我们没有讨论组织之外的个人教练或生活教练,也没有具体讨论工作场合中多元文化元素的效应。我们鼓励读者搜寻更详细地谈论这些话题的其他文章。
在本书中,我们整合了所知道的关于组织和教练的最好的东西。我们在很多成功进行了教练实践的组织中已经看到了巨大的成果——清晰的目标、动态的关系和明确的成果。我们诚邀各位读者阅读这本书,运用其中提到的方法,并亲身体验其效果。
弗吉尼娅·比安科-马西斯
辛西娅·罗曼
莉萨·内伯斯
2008年8月

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Jingdong book