Pacoachcase | Applied Sciences homework help

PACOACHCASE

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Building the coaching relationship Background The purpose of the Case Assignment is to create a “live case” by experiencing the process of coaching and developing your skills as a coach. Because this case is designed around experiential learning , we can go beyond the conceptual knowledge covered in the reading materials to actual skills building. This requires putting what you are learning into immediate practice. Although the Case Assignments involve a coaching experience, the focus is on you as the coach. You will be learning how to prepare for a coaching session, what questions you should ask, and what behaviors are most effective. The case involves a coaching relationship with one person and is continued in stages across all four modules, so be sure to focus on the exact stage covered in each module and do not get ahead of yourself. The goal of the coaching process is to expedite the growth of the coachee’s understanding of his or her strengths and weaknesses. Through the coaching process, the coachee gains an appreciation of his capabilities for growth and builds self-confidence. Thus, before you begin this exercise in coaching, you must first find someone who is willing to go through this exercise with you as a coachee. This can be a friend, a colleague, or a co-worker. It does not have to be a situation tied to your job. The only requirement is that you must be able to identify a contracted piece of work based on a shared concern (if no shared concern can be found, find another coachee). Johari window In MGT501, you were introduced to the Johari window as a tool for increasing awareness of how one is perceived by others and to improve communication. This case is designed to enlarge your “open” area and reduce your “blind” area, so you can be more effective as a coach. At the same time, you will learn to use coaching techniques as a way to correct problem behaviors ("blind area") and help coachees realize they have untapped potential and open the possibility for growth through unused capacities (their “hidden” areas”). In case you have forgotten, a leader’s blind area in their Johari window occurs when said leader does not know there is a blind area. This happens when a leader’s subordinates do not want to provide them feedback as well as when a leader does not care to receive it (Albuquerque, de Melo, Xavier, & Medeiros, 2021). Either situation is intolerable to this particular leader’s subordinates because they know nothing will ever change and they will not learn from the leader until that leader is coached on how to accept feedback from subordinates. Albuquerque, A. P., de Melo, J. C., Xavier, L., & Medeiros, D. D. (2022). Analyzing the profile of the manager from the perspective of the employees: A case study . Brazilian Journal of Operations & Production Management, 19(1), 1-9, e2022930. https://doi.org/10.14488/BJOPM.2021.032 Available in the Trident Online Library. The structure of the Live Case In this course’s assignments, you must find a person willing to be coached in an area you and that person agree upon. It is helpful to use the same person for each coaching assignment so that you build a sense of trust and professionalism with them over the duration of the course. You can select any person with whom you are comfortable and have frequent contact including a friend, family member, or coworker. Each module will follow this cycle: Plan, execute, report · Before the coaching session, write up a plan using course readings or additional research as a resource (1-2 pages) · Then meet with the coachee and use your plan as a guide for the session · The bulk of the report is on how it went: successes and failures. What would you do differently next time? (3 to 4 pages). Remember that when an assignment calls for 3-4 pages, the assignment was created to result in a paper 4 pages in length; however, your professor may accept a paper that is at least 3 full pages. · Case Assignment The first step in the coaching process is to build rapport with the person you are coaching. This is where you establish a trusting relationship by demonstrating your credibility, helpfulness, and honesty. To build genuine rapport, you must believe in the potential of the person you are coaching—this cannot be faked. Some excellent methods for building rapport can be found in the following readings: Arrow Coaching+. (2020, November 30). Building rapport in coaching [Video]. YouTube. https://youtu.be/vveOvk4xjvk van Coller-Peter, S., & Manzini, L. (2020). Strategies to establish rapport during online management coaching. SA Journal of Human Resource Management, 18(2), e1-e9. https://doi.org/10.4102/sajhrm.v18i0.1298. Available in the Trident Online Library. Remember: Shared success is the key to great coaching! Shared success means that the outcome works for both the individual and the organization, because it meets both individual and organizational needs. Coaching is a tool where we are able to create that connection between the person and the organization. Your task in this module is to identify a partner who is willing to be coached by you over the course of the term. Set up an initial meeting and establish rapport. Do not attempt to get into the later stages of coaching; we will get to them in later modules. Focus on the process of establishing rapport only. Write up this meeting as indicated in the Keys to the Assignment, below. Turn in your final 4- to 6-page paper to the appropriate dropbox by the due date. Keys to the Assignment