Part II: Coaching Skills
Chapter 5 Coaching Skills: An Overview
When a paradigm no longer provides reliable guidance for how to live in the world, the most common response is to grasp hold of it more firmly. As it dawns on us that we don’t know how things work—that it’s not working—we become more insistent that it has to work just as we thought it did. … We use our big brains and our powers of cognition to resist change. Our skills at manipulating information lead us to become more fundamentalist, more certain.
—Margaret Wheatley, 2017, p. 196
In research conducted by Graham et al. (1994), effective managers who used a coaching approach scored-highest in developing warm relationships, observing the performance of team members, and ...
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