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SeCtion tWo Change approaches & management tools
COACHING AND MENTORING Description
Mentoring’is intended to improve an employee’s performance in a variety of ways, e.g. their ability to plan and meet goals, to lead organisational change, handle conflict or improve their interpersonal skills. This is achieved through development of a relationship with a more experienced colleague or organisational member, who is charged with transferring specific knowledge/skills as part of a career development process. Coaching refers to a developmental relationship between an external Organisational Development (OD) practitioner and a senior manager/executive, and tends to be less directive and more open-ended. Informed by techniques such as active listening, reframing and guided inquiry, overlaid with experience and good judgement, individuals are encouraged to identify new possibilities and redirect their efforts toward those things that matter most to them, yielding performance improvements.
Use
The two approaches are broadly similar. The main difference concern the extent to which the assessment element (stages two and three in box below) is presumed in mentoring, and the process thus moves directly from stage one (establish principles) to stage four (planning interventions)
Strengths and limitations
While common in many organisations, the evidence base for these interventions remains largely anecdotal and based on single case studies. However, it is reasonable to assume that effective mentoring requires mentors to have detailed knowledge of the work of the organisation and be willing to share their experience and knowledge with the mentee – both dimensions are important and need to be carefully considered in the selection process. Mentor relationships may also be particularly important within diverse organisations in order to develop and effectively promote staff from minority social groups.
In relation to social care change, Mentoring can be an important means to share experience and expertise within the organisation. It can promote reflection and learning, and help to strengthen the resilience of individuals to lead change.
Further reading
1. Thomas D (2001) The truth about mentoring minorities: Race matters, Harvard Business Review, 79, 198–107.
2. Fagensen E and Baugh G (2000) Career paths, networking and mentoring. In: D Smith (ed) Women at Work, Saddle River, NJ: Prentice-Hall.
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