Learning from Experience Through the Executive Learning from Experience Through the Executive Coaching Competencies of Listening and Questioning: Coaching Competencies of Listening and Questioning: Reviewing Literature to Inform Practice and Future Research Symposium 34: Learning, Collaboration & Problem Solving Terrence Maltbia, Rajashi Ghosh & Victoria Marsick February 27, 2010
Presentation of findings from integrated literature review focused on selected listening and questioning theory and research to inform executive coaching practice and future research. Presented @ AHRD Internatioanl Research Conference in February 2010 with Rajashi Ghosh and Victoria Marsick.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Learning from Experience Through the Executive Learning from Experience Through the Executive Coaching Competencies of Listening and Questioning:Coaching Competencies of Listening and Questioning:
Reviewing Literature to Inform Practice and Future Research
Symposium 34: Learning, Collaboration & Problem SolvingTerrence Maltbia, Rajashi Ghosh & Victoria MarsickFebruary 27, 2010
Learning from Experience Through Executive Coaching
Outline
FoundationsFoundations–– Problem, Purpose and Research Questions Problem, Purpose and Research Questions –– Method: Conceptual FrameworkMethod: Conceptual Framework
FindingsFindings–– Selective Integrative Literature Review: (1) Listening and QuestSelective Integrative Literature Review: (1) Listening and Questioning ioning
Competencies & (2) Learning from ExperienceCompetencies & (2) Learning from Experience
Insights & Connections to HRDInsights & Connections to HRD
Research FoundationsResearch FoundationsProblem, Purpose, RQs, Method & Conceptual Framework
Learning from Experience Through Executive Coaching
Framing Problem…
DriversDrivers……
Learning Demands on Leaders Coaching as Supported LFE Accelerated in Pace & Depth Rapid Organizational Change Learning & Competitive Advantage Innovative Work Climates Attract/Retain Talent Top 5 Leadership Development
Practices
Problem StatementProblem Statement
Lack of Agreement… Meaning & Role of Coaching Major Investment: 2 Billion + 2006
Lack of Clear Framework… Call for coach-specific research Growing research interest (Grant 2008) None focused on providing empirical grounding of 2 central competencies(Grant 2008)
Learning from Experience Through Executive Coaching
Professional Associations
In 2007 GSAEC identified the following coaching skills as part of a broader, more comprehensive set of 20 academic standards targeted for university based coaching programs: 1. research and assessment skills 2. questioning 3. listening 4. feedback (LFE) 5. challenging and constructive confrontation 6. encouraging 7.process and facilitation skills and 8. education and change management skills.
GSAEC
ICC has identified 9 key competencies coaches need to demonstrate as part of the certification process including: 1. general (i.e., ethics, distinctions between process and content, and client choice) 2. knowledge (i.e., background/ history of coaching, distinctions between coaching and other helping practices such as counseling and therapy, and criteria for testing process and outcomes) 3. relationship 4. listening 5. self-management 6. enquiry and questioning 7. feedback (LFE) 8. goals, values and behaviors 9. design actions and task.
International Coaching Community (ICC)
Since 1997 WABC has worked to define the emerging practice of business coaching and distinguish it from other forms of coaching—WABC promotes an elaborate competency structure where coaching skills is one of the 3 major clusters—the skills include: working within established ethical guidelines and professional standards; agreeing on a clear and effective contract for the coaching relationship; establishing trust and respect; establishing rapport; listening to understand; questioning effectively; communicating clearly; facilitating depth of understanding (LFE); promoting action; focusing on goals; building resiliency; managing termination of coaching; maintaining and improving professional skills.
Worldwide Association of Business Coaches (WABC)
Since the early 1990s ICF has developed, refined, and promoted the use of 11 core coaching competencies: 1. meeting ethical guidelines and profession standards 2. establishing the coaching agreement 3.establishing trust and intimacy with the client 4. coaching presence, 5. active listening, 6. powerful questioning 7. direct communication 8. creating awareness (LFE) 9. designing actions 10. planning and goal setting 11. managing progress and accountability.
Learning from Experience Through Executive Coaching
Problem & Purpose Statements
The problem this paper addresses grows out of the lackof a clearly documented theory and research to support the use of 2 commonly-espoused, core coaching competencies of listening and questioning.
Our aim is to understand what evidence exists that support claims of the centrality of listening and questioning as conversational coaching competencies used by practitioners to help clients learn from, and through their experience, in order to achieve desired results.
Learning from Experience Through Executive Coaching
Learning From Experience
Propositions inform practice of L & Q in Executive Coaching…Proposition 1: Experience is the foundation of, and the stimulus for, learning (i.e., past, present and anticipated) – questioning competencies as vehicle to surface relevant past, current & anticipated experiences/listening to help make connection to personal history and potential, future action;
Proposition 2: Learners actively construct their experience (i.e., mind-set, mental models and/or worldview) – use of listening and questioning competencies to unearth client’s mental models as prerequisite for deep & sustainable change;
Proposition 3: Learning is a holistic process (i.e., affective, cognitive, and behavioral) – use questioning & listening to meet client as a “whole person” – with thoughts, feelings and behavioral tendencies;
Proposition 4: Learning is socially and culturally constructed – surface & identify client’s—taken-for-granted assumptions acquired through socialization can present an opening to attend to expectations & conceptual baggage; and
Proposition 5: Learning is influenced by the socio-emotional context in which it occurs –attend to inter-play between experience and the role others as supportive and/or then need to address barriers that potentially impact goal attainment (Boud, Cohen, & Walker 1993, pp. 8-17).
Learning from Experience Through Executive Coaching
Implications for HRD Practice
Theoretical and empirical support (definitions, taxonomies, types, levels and types) for the inclusion of listening and questioning as core competencies in coach preparation programsDocument important connections between the listening and questions literature combined with “experiential learning theory” (i.e., listening and questioning skills as enablers to question thinking, insight, & helping clients take informed action)
Listening & questioning skills are both interactive and relational in ways that, when taken together provide executive coaches with a foundation for using dialogue to help their clients construct productive responses to the changing demands of the world of work (including the cultural dimension)
The ORID serves as an integrating heuristic for informing coaching and dialogue sessions in that it parallels Kolbs’ (1984) experiential learning cycle, Argryis et al.’s (1985) ladder of inference stages to test assumptions, & Jackson’s (1991) strategic learning framework to guide the coaching process
Learning from Experience Through Executive Coaching
Implications for ResearchDevise a more complete picture of how different listening styles might influence the effectiveness of dialogues in organizational coaching (Watson, Barker, and Weaver’s 1995 Listening Styles Profile) Explore data collected through instruments such as Learning Styles Profile (LSI), Neethling Brain Inventory (NBI-thinking style) and Listening Style Profile (LSP) to analyze the potential relationships (or interactions) among these constructs (i.e., learning from experience, listening and questioning) by creating a profile for participants in preparation programs to provide a baseline to guide development agendaExpand understanding of the ORID framework by integrating a number of the listening and questioning taxonomies presented in our paper to inform research design (i.e., integrated into the 7 themes of attending, being a sounding board, understanding, remembering, interpreting, evaluating and responding)Collect and examine data about the coach’s and client’s observable learning, thinking, and listening styles at the start, during, and at the end of coach preparation programs through video recordings of the conversations between a coach and the client, based on the listening and questioning taxonomies (these can serve to guide HRD professionals to tailor coaching interventions in organizations)
Learning from Experience Through the Executive Learning from Experience Through the Executive Coaching Competencies of Listening and Questioning:Coaching Competencies of Listening and Questioning:
Reviewing Literature to Inform Practice and Future Research
Symposium 34: Learning, Collaboration & Problem SolvingTerrence Maltbia, Rajashi Ghosh & Victoria MarsickFebruary 27, 2010