Learning and Performance through Peer Coaching CoachingOurselves

www.CoachingOurselves.com

Copyright©

CoachingOurselves International Inc., 2014

Learning & Performance through Peer Coaching

with CoachingOurselves

Copyright© CoachingOurselves International Inc., 2014

Contact: [email protected]


Poll

2

Have you heard of Professor Henry Mintzberg?

Yes

Yes and I'm familiar with his work

No




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.”




This is not management development!

4




Mintzberg’s IMHL Program

5




1. Organizations are communities of human beings, not collections of human resources.




2. Communityship is built through an engaged management that cares, not a heroic leadership that cures




3. Instead of programs to create tomorrow’s leaders, we need initiatives that commit today’s managers




Poll

9

Are you familiar with the 70:20:10 framework?

Yes

Yes and our organization uses 70:20:10

No




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%.




This is about extracting learning from work!

11




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




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.




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.




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)




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

Program:Consists of (Monthly) 90-minute sessionswith 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




A series of 90-minute sessions to create interventions and programs

18




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)




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




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




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.


Copyright©



Copyright©



Copyright©



Copyright©



Copyright©



Copyright©



Copyright©



Copyright©


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




Questions?

31




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

http://www.coachingourselves.com/

https://www.youtube.com/watch?v=_NRWtd_SiU8

http://www.coachingourselves.com/resources/CoachingOurselves

Business

Learning and Performance through Peer Coaching CoachingOurselves