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www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
Learning & Performance through
Peer Coaching
with CoachingOurselves
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Poll
2
Have you heard of Professor Henry Mintzberg?
 Yes
 Yes and I'm familiar with his work
 No
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Henry Mintzberg
3
Author of 15 books and 150 articles, holds 15 honorary degrees and
is the co-founder of CoachingOurselves.
 Known for theories on organizational forms, emergent strategy,
management education & management.
“Thoughtful reflection on natural
experience,
in the light of conceptual ideas,
is the most powerful tool we have for
management learning.”
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
This is not management development!
4
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Mintzberg’s IMHL Program
5
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
1. Organizations are
communities of human
beings, not collections of
human resources.
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
2. Communityship is built
through an engaged
management that cares, not
a heroic leadership that
cures
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
3. Instead of programs to
create tomorrow’s leaders,
we need initiatives that
commit today’s managers
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Poll
9
Are you familiar with the 70:20:10 framework?
 Yes
 Yes and our organization uses 70:20:10
 No
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
70:20:10 Framework
10
A strategic approach to organizational learning
adopted by a majority of large organizations in
North America.
Managers improve performance:
 70% through on-the-job experiences,
 20% through feedback and sharing, and
 10% through formal classroom development.
But people can only learn from experience if they have a chance to
reflect on this experience.
Mintzberg’s approach brings the 20% together with the 70%.
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
This is about extracting learning from work!
11
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
12
Traditional Learning (or Cartesian Learning) is focused on the individual as learner.
Knowledge is thought of as a substance, transferred directly to a student.
Cartesian Learning vs.
Social learning
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Cartesian Learning vs.
Social learning
13
Social Learning assumes our understanding of something is constructed through talking about
that content and through interactions around real-life experiences.
How you socially interact while you are learning impacts how you transform this into practical
action.
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Learning-about vs. Learning-to-be
14
In traditional learning we learn
- Theory or explicit knowledge, then
- practical or tacit knowledge of how to
be an active practitioner in a field.
Social learning reverses this process.
- learning as the process of joining a
community of practice
This fosters “learning to be” while
learners are mastering the theory.
The tacit dimension is acquired through
social learning which allows for
discussion and group reflection.
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
CoachingOurselves: Peer Coaching & Learning
15
Managers use 90-minute Discussion modules to
“reflect on natural experiences in light of conceptual
ideas.”
• Experiential
Learning (70) &
• Social Learning
(20)
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Comparing forms of experiential
learning for management development
16
Learning from:
Case Study
Methodology
Reflection on natural experience,
in light of conceptual ideas
simplifications of
other people’s
experiences
Gamification Reflection on natural experience,
in light of conceptual ideas
staged experiences
Action Learning Reflection on natural experience,
in light of conceptual ideas
experiences without
conceptual ideas
Coaching Reflection on natural experience,
in light of conceptual ideas
experiences without
conceptual ideas
CoachingOurselves Reflection on natural experience,
in light of conceptual ideas
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
17
Program:
Consists of
(Monthly) 90-
minute sessions
with modules
Session:
Consists of
multiple 5-10
minute iterations,
one per page
Page: introduces
(part of a)
concept followed
by a reflective
discussion
stimulated by
questions
Increasing trust -> honesty -> trust (deepening relationships)
…
…
Reflection on past-> present -> future (self awareness, behavior change)
Read concept (2 min.) Reflect on natural experiences (5-10 min.)
…
Deconstructing CoachingOurselves
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
A series of 90-minute sessions to create
interventions and programs
18
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
90-minute peer coaching modules
19
Written by renowned thinkers: Mintzberg, Schein, Adler, Ulrich…
 75 Modules available:
Catalytic Leadership,
Dealing with the Pressures,
The Play of Analysis,
Decision Making
 Iterative read, reflect &
discuss cycles (1-10 minutes
each)
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Multiple uses for Peer-Coaching
20
Continuous
Learning for
senior
leadership at a
manufacturer in
Mexico City
Reflection Café’s
to build
Community at a
retailer in Sao
Paulo, Brazil
High Potential
Development
at a
pharmaceutical
in USA
Team
development
at a bank in
Amsterdam,
Netherlands
Breaking down
organizational
silos at
a conglomerate,
in Tokyo,
Japan
Improving
Collaboration at
a management
offsite for a
financial services
firm in Canada
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Program Example:
(Re)Building Community in Organizations
21
 Objective: (Re)Build a sense of community in an
organization.
 Framework & Structure:
 Mintzberg’s inside-out change model for Community building
 Mintzberg’s Five Managerial mindsets.
 Delivery:
 Phase 1: One or Two days training the “facilitators” with a
curriculum of modules.
 Phase 2: “Facilitators” use one module per month over 6-9
months with middle management teams.
 Phase 3: Senior Managers participate with select modules
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
How it works in a nutshell
22
 Participants gather in person or virtually for each
90-minute session.
 Participants take turns reading pages aloud and
following the exercises.
 One person is the facilitator; a participant,
internal HR person, or a trained coach/facilitator.
 They keep an eye on the duration specified for each page (1-10
minutes), and anchor the discussion with the strategic goals of
the intervention as needed.
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
23
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
24
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
25
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
26
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
27
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
28
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
29
www.CoachingOurselves.com
Copyright©
CoachingOurselves International Inc., 2014
30
Session continues for 90-minutes
 The reflections become
increasingly honest as
trust builds
 The modules flow over
the 90 minutes to begin
with reflection but end
with action
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Questions?
31
Copyright© CoachingOurselves International Inc., 2014
Contact: phil@coachingourselves.com
www.CoachingOurselves.com
Appendix
32
CoachingOurselves:
http://www.CoachingOurselves.com/
Video introduction to Henry Mintzberg:
https://www.youtube.com/watch?v=_NRWtd_Si
U8
CoachingOurselves -> Peer-Coaching Case
Studies:
http://www.coachingourselves.com/resources/C
oachingOurselves

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Learning and Performance through Peer Coaching CoachingOurselves

  • 1. www.CoachingOurselves.com Copyright© CoachingOurselves International Inc., 2014 Learning & Performance through Peer Coaching with CoachingOurselves
  • 2. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Poll 2 Have you heard of Professor Henry Mintzberg?  Yes  Yes and I'm familiar with his work  No
  • 3. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Henry Mintzberg 3 Author of 15 books and 150 articles, holds 15 honorary degrees and is the co-founder of CoachingOurselves.  Known for theories on organizational forms, emergent strategy, management education & management. “Thoughtful reflection on natural experience, in the light of conceptual ideas, is the most powerful tool we have for management learning.”
  • 4. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com This is not management development! 4
  • 5. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Mintzberg’s IMHL Program 5
  • 6. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 1. Organizations are communities of human beings, not collections of human resources.
  • 7. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 2. Communityship is built through an engaged management that cares, not a heroic leadership that cures
  • 8. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 3. Instead of programs to create tomorrow’s leaders, we need initiatives that commit today’s managers
  • 9. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Poll 9 Are you familiar with the 70:20:10 framework?  Yes  Yes and our organization uses 70:20:10  No
  • 10. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 70:20:10 Framework 10 A strategic approach to organizational learning adopted by a majority of large organizations in North America. Managers improve performance:  70% through on-the-job experiences,  20% through feedback and sharing, and  10% through formal classroom development. But people can only learn from experience if they have a chance to reflect on this experience. Mintzberg’s approach brings the 20% together with the 70%.
  • 11. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com This is about extracting learning from work! 11
  • 12. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 12 Traditional Learning (or Cartesian Learning) is focused on the individual as learner. Knowledge is thought of as a substance, transferred directly to a student. Cartesian Learning vs. Social learning
  • 13. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Cartesian Learning vs. Social learning 13 Social Learning assumes our understanding of something is constructed through talking about that content and through interactions around real-life experiences. How you socially interact while you are learning impacts how you transform this into practical action.
  • 14. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Learning-about vs. Learning-to-be 14 In traditional learning we learn - Theory or explicit knowledge, then - practical or tacit knowledge of how to be an active practitioner in a field. Social learning reverses this process. - learning as the process of joining a community of practice This fosters “learning to be” while learners are mastering the theory. The tacit dimension is acquired through social learning which allows for discussion and group reflection.
  • 15. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com CoachingOurselves: Peer Coaching & Learning 15 Managers use 90-minute Discussion modules to “reflect on natural experiences in light of conceptual ideas.” • Experiential Learning (70) & • Social Learning (20)
  • 16. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Comparing forms of experiential learning for management development 16 Learning from: Case Study Methodology Reflection on natural experience, in light of conceptual ideas simplifications of other people’s experiences Gamification Reflection on natural experience, in light of conceptual ideas staged experiences Action Learning Reflection on natural experience, in light of conceptual ideas experiences without conceptual ideas Coaching Reflection on natural experience, in light of conceptual ideas experiences without conceptual ideas CoachingOurselves Reflection on natural experience, in light of conceptual ideas
  • 17. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 17 Program: Consists of (Monthly) 90- minute sessions with modules Session: Consists of multiple 5-10 minute iterations, one per page Page: introduces (part of a) concept followed by a reflective discussion stimulated by questions Increasing trust -> honesty -> trust (deepening relationships) … … Reflection on past-> present -> future (self awareness, behavior change) Read concept (2 min.) Reflect on natural experiences (5-10 min.) … Deconstructing CoachingOurselves
  • 18. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com A series of 90-minute sessions to create interventions and programs 18
  • 19. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com 90-minute peer coaching modules 19 Written by renowned thinkers: Mintzberg, Schein, Adler, Ulrich…  75 Modules available: Catalytic Leadership, Dealing with the Pressures, The Play of Analysis, Decision Making  Iterative read, reflect & discuss cycles (1-10 minutes each)
  • 20. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Multiple uses for Peer-Coaching 20 Continuous Learning for senior leadership at a manufacturer in Mexico City Reflection Café’s to build Community at a retailer in Sao Paulo, Brazil High Potential Development at a pharmaceutical in USA Team development at a bank in Amsterdam, Netherlands Breaking down organizational silos at a conglomerate, in Tokyo, Japan Improving Collaboration at a management offsite for a financial services firm in Canada
  • 21. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Program Example: (Re)Building Community in Organizations 21  Objective: (Re)Build a sense of community in an organization.  Framework & Structure:  Mintzberg’s inside-out change model for Community building  Mintzberg’s Five Managerial mindsets.  Delivery:  Phase 1: One or Two days training the “facilitators” with a curriculum of modules.  Phase 2: “Facilitators” use one module per month over 6-9 months with middle management teams.  Phase 3: Senior Managers participate with select modules
  • 22. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com How it works in a nutshell 22  Participants gather in person or virtually for each 90-minute session.  Participants take turns reading pages aloud and following the exercises.  One person is the facilitator; a participant, internal HR person, or a trained coach/facilitator.  They keep an eye on the duration specified for each page (1-10 minutes), and anchor the discussion with the strategic goals of the intervention as needed.
  • 30. www.CoachingOurselves.com Copyright© CoachingOurselves International Inc., 2014 30 Session continues for 90-minutes  The reflections become increasingly honest as trust builds  The modules flow over the 90 minutes to begin with reflection but end with action
  • 31. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Questions? 31
  • 32. Copyright© CoachingOurselves International Inc., 2014 Contact: phil@coachingourselves.com www.CoachingOurselves.com Appendix 32 CoachingOurselves: http://www.CoachingOurselves.com/ Video introduction to Henry Mintzberg: https://www.youtube.com/watch?v=_NRWtd_Si U8 CoachingOurselves -> Peer-Coaching Case Studies: http://www.coachingourselves.com/resources/C oachingOurselves