Using critical moments to learn about coaching
By Erik de Haan and Eddie Blass (April 2007 Issue)
0 Comments 
Article Rating: 
Email to a friend | Print Version
Executive coaching is one of the most rapidly growing and changing areas of (organisation) consulting, while remaining one of the least defined and least understood professional development interventions. The working definition we use is of coaching as “a method of work-related learning which relies primarily on one-to-one conversations”1.
In order to understand this executive coaching intervention better, the Ashridge Business School launched its Centre for Coaching in 2005 to create a centre of excellence for the budding profession. Over the past two years, the Centre has undertaken different lines of research, including an inquiry into virtual consultation and factors influencing coaching effectiveness.
We have only displayed above the opening paragraph of this article. If you are a TJ subscriber, login now so you can download a PDF of this article in full, free of charge. For non-subscribers the PDF can be purchased for £9.00 see the "Buy Now" Option above.
Readers Comment
Be the first to comment on this news story
Buy Now
You can download this article free by subscribing and logging in as a Full TJ member
Price: £9.00
Articles from this Issue
- Peter Honey
- Bill Lucas
- Tech Trends
- Passport to success
- Celebrate best practice - the TJ Conference and Awards 2007
- E-learning: today and tomorrow
- Movers and shakers
- Serious games: can you be serious?
- Online answers to the diversity dilema
- Email - a good servant but a bad master
- Trends in L&D
- Using critical moments to learn about coaching
- Test Drives
- Super Models
- Hints & Tips
- Great Thinkers
- Training the 'Google Generation'
- Trainer's Choice
- A Day in the Life
- Andrew Mayo