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Fearless consulting [[electronic resource] ] : temptations, risks, and limits of the profession / / Erik de Haan
| Fearless consulting [[electronic resource] ] : temptations, risks, and limits of the profession / / Erik de Haan |
| Autore | Haan Erik de |
| Pubbl/distr/stampa | Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 |
| Descrizione fisica | 1 online resource (229 p.) |
| Disciplina |
001
658.46 |
| Soggetto topico |
Business consultants
Consultants Intervention (Administrative procedure) Problem solving Responsibility |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20917-X
1-280-35583-2 9786610355839 0-470-03279-0 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; Foreword 1; Foreword 2; Preface; Prologue: Characteristics of Consulting; 1: Characteristics of the Entry; 2: The Entry and Fearless Speech; Communicating advice; Four forms of argumentation; Forms of argumentation for consultants; The fearless consultant; Fearless speech under pressure; Conclusion; 3: Characteristics of Joint Problem Formulation; 4: Problem Formulation and Irony; Ambiguous communication; What is irony?; Two divine examples of irony; The ironic consultant; Irony as an instrument for change; Irony and the concept of fate; Conclusion
5: Characteristics of Intervening6: Intervening and Power; Intervening means stepping in; The focus of interventions; The art of intervening; The powerless consultant; Conclusion; 7: Characteristics of Consolidating; 8: Consolidating and Responsibility; The responsibility of the consultant; Why does anything come about?; Authority and responsibility; The non-responsible consultant; Conclusion; 9: Characteristics of Departure and Letting Go; 10: Letting Go and Tragic Consulting; The consultant as committed outsider; The chorus in Greek tragedy; The tragic consultant What pleasure does a tragedy give?Conclusion; Epilogue: Twenty Minutes in the Life of a Consultant; The invitation; Observations prior to the conversation; The conversation as it took place; The conversation as it did not take place; Observations following the conversation; The follow-up conversation; Appendix A; Appendix B; References; Index |
| Record Nr. | UNINA-9910143586203321 |
Haan Erik de
|
||
| Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Fearless consulting [[electronic resource] ] : temptations, risks, and limits of the profession / / Erik de Haan
| Fearless consulting [[electronic resource] ] : temptations, risks, and limits of the profession / / Erik de Haan |
| Autore | Haan Erik de |
| Pubbl/distr/stampa | Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 |
| Descrizione fisica | 1 online resource (229 p.) |
| Disciplina |
001
658.46 |
| Soggetto topico |
Business consultants
Consultants Intervention (Administrative procedure) Problem solving Responsibility |
| ISBN |
1-119-20917-X
1-280-35583-2 9786610355839 0-470-03279-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; Foreword 1; Foreword 2; Preface; Prologue: Characteristics of Consulting; 1: Characteristics of the Entry; 2: The Entry and Fearless Speech; Communicating advice; Four forms of argumentation; Forms of argumentation for consultants; The fearless consultant; Fearless speech under pressure; Conclusion; 3: Characteristics of Joint Problem Formulation; 4: Problem Formulation and Irony; Ambiguous communication; What is irony?; Two divine examples of irony; The ironic consultant; Irony as an instrument for change; Irony and the concept of fate; Conclusion
5: Characteristics of Intervening6: Intervening and Power; Intervening means stepping in; The focus of interventions; The art of intervening; The powerless consultant; Conclusion; 7: Characteristics of Consolidating; 8: Consolidating and Responsibility; The responsibility of the consultant; Why does anything come about?; Authority and responsibility; The non-responsible consultant; Conclusion; 9: Characteristics of Departure and Letting Go; 10: Letting Go and Tragic Consulting; The consultant as committed outsider; The chorus in Greek tragedy; The tragic consultant What pleasure does a tragedy give?Conclusion; Epilogue: Twenty Minutes in the Life of a Consultant; The invitation; Observations prior to the conversation; The conversation as it took place; The conversation as it did not take place; Observations following the conversation; The follow-up conversation; Appendix A; Appendix B; References; Index |
| Record Nr. | UNINA-9910830727203321 |
|
Haan Erik de
|
||
| Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Fearless consulting : temptations, risks, and limits of the profession / / Erik de Haan
| Fearless consulting : temptations, risks, and limits of the profession / / Erik de Haan |
| Autore | Haan Erik de |
| Pubbl/distr/stampa | Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 |
| Descrizione fisica | 1 online resource (229 p.) |
| Disciplina | 001 |
| Soggetto topico |
Business consultants
Consultants Intervention (Administrative procedure) Problem solving Responsibility |
| ISBN |
1-119-20917-X
1-280-35583-2 9786610355839 0-470-03279-0 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover; Contents; Foreword 1; Foreword 2; Preface; Prologue: Characteristics of Consulting; 1: Characteristics of the Entry; 2: The Entry and Fearless Speech; Communicating advice; Four forms of argumentation; Forms of argumentation for consultants; The fearless consultant; Fearless speech under pressure; Conclusion; 3: Characteristics of Joint Problem Formulation; 4: Problem Formulation and Irony; Ambiguous communication; What is irony?; Two divine examples of irony; The ironic consultant; Irony as an instrument for change; Irony and the concept of fate; Conclusion
5: Characteristics of Intervening6: Intervening and Power; Intervening means stepping in; The focus of interventions; The art of intervening; The powerless consultant; Conclusion; 7: Characteristics of Consolidating; 8: Consolidating and Responsibility; The responsibility of the consultant; Why does anything come about?; Authority and responsibility; The non-responsible consultant; Conclusion; 9: Characteristics of Departure and Letting Go; 10: Letting Go and Tragic Consulting; The consultant as committed outsider; The chorus in Greek tragedy; The tragic consultant What pleasure does a tragedy give?Conclusion; Epilogue: Twenty Minutes in the Life of a Consultant; The invitation; Observations prior to the conversation; The conversation as it took place; The conversation as it did not take place; Observations following the conversation; The follow-up conversation; Appendix A; Appendix B; References; Index |
| Record Nr. | UNINA-9910877679503321 |
|
Haan Erik de
|
||
| Chichester, West Sussex, England ; ; [Hoboken, N.J.], : J. Wiley & Sons, c2006 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Relational coaching : journeys towards mastering one-to-one learning / / Erik de Haan ; translation by Sue Stewart
| Relational coaching : journeys towards mastering one-to-one learning / / Erik de Haan ; translation by Sue Stewart |
| Autore | Haan Erik de |
| Pubbl/distr/stampa | West Sussex, England : , : John Wiley & Sons, Ltd, , 2008 |
| Descrizione fisica | 1 online resource (438 p.) |
| Disciplina | 658.3124 |
| Soggetto topico |
Employees - Coaching of
Personal coaching Mentoring in business |
| Soggetto genere / forma | Electronic books. |
| ISBN |
1-119-20631-6
0-470-75433-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Title Page; Copyright Page; Preface; Part I - The Ways of Coaching; Chapter 1 - From Intake to Intervention: the Outlines of a Profession; 1.1 Coaching: a new trend?; 1.2 Developing a coaching relationship; 1.3 The organisation coach; 1.4 The coach's playing field; 1.5 A coach from inside or outside the organisation?; 1.6 What works for whom?; Chapter 2 - From Stigma to Status: the Growth of a Profession; 2.1 The exponential growth in coaching practice; 2.2 Underlying social trends; 2.3 What can we learn from these trends?
Chapter 3 - From Prize-fighting to Prizes for All: the Active Ingredients3.1 Ample evidence of great effectiveness; 3.2 No difference in effectiveness between approaches; 3.3 The active ingredients are common to all approaches; 3.4 Working alliance, therapist and client are the most effective active ingredients; Chapter 4 - From Intervention to Interaction: Relational Coaching; 4.1 Ten commandments for the executive coach; 4.2 Effective coaching means relational coaching; 4.3 The coaching relationship as a succession of critical moments 4.4 Relational coaching makes a difference at critical momentsPart II - The Ways of Research; Chapter 5 - Coachees Have Their Say: Which Interventions Work for Us?; 5.1 Introduction; 5.2 Description of the study; 5.3 Quantitative results: helpfulness appears to be a generic experience; 5.4 Qualitative results: evaluating the importance of the coaching relationship; 5.5 Conclusion; Chapter 6 - 'I Doubt therefore I Coach': Critical Moments of Less Experienced Coaches; 6.1 Introduction; 6.2 Initial classification of the 80 moments; 6.3 Summary in the form of a 'doubtful' story 6.4 How to handle these critical moments and doubts?6.5 Conclusion; Chapter 7 - 'I Struggle and Emerge': Critical Moments of Experienced Coaches; 7.1 Introduction; 7.2 Initial classification of the 78 moments; 7.3 Summary in the form of a 'doubtful' story; 7.4 How to handle these critical moments?; 7.5 Conclusion; Chapter 8 - Coaches Have Their Say: How to Handle Critical Moments?; 8.1 Introduction; 8.2 Description of the study; 8.3 The temporal patterns of the critical moments; 8.4 How to handle these critical moments: the use of supervision; 8.5 Conclusion; Part III - The Ways of Excellence Chapter 9 - Training and Accreditation of the Executive Coach9.1 Areas of competence of the coach; 9.2 Coach education; 9.3 Coach accreditation; Chapter 10 - Continuing Professional Development of the Executive Coach; 10.1 Individual professional development: reflective practice; 10.2 Co-coaching and peer consultation; 10.3 Coaching supervision; Chapter 11 - Library of the Executive Coach; 11.1 Introduction: coaching and reading; 11.2 A historical overview in fiction; 11.3 Milestones in the coaching literature; 11.4 Milestones in psychotherapy; 11.5 Books about care for the coach Chapter 12 - Future of the Executive Coach |
| Record Nr. | UNINA-9910130558103321 |
|
Haan Erik de
|
||
| West Sussex, England : , : John Wiley & Sons, Ltd, , 2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Relational coaching : journeys towards mastering one-to-one learning / / Erik de Haan ; translation by Sue Stewart
| Relational coaching : journeys towards mastering one-to-one learning / / Erik de Haan ; translation by Sue Stewart |
| Autore | Haan Erik de |
| Pubbl/distr/stampa | West Sussex, England : , : John Wiley & Sons, Ltd, , 2008 |
| Descrizione fisica | 1 online resource (438 p.) |
| Disciplina | 658.3124 |
| Soggetto topico |
Employees - Coaching of
Personal coaching Mentoring in business |
| ISBN |
1-119-20631-6
0-470-75433-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Title Page; Copyright Page; Preface; Part I - The Ways of Coaching; Chapter 1 - From Intake to Intervention: the Outlines of a Profession; 1.1 Coaching: a new trend?; 1.2 Developing a coaching relationship; 1.3 The organisation coach; 1.4 The coach's playing field; 1.5 A coach from inside or outside the organisation?; 1.6 What works for whom?; Chapter 2 - From Stigma to Status: the Growth of a Profession; 2.1 The exponential growth in coaching practice; 2.2 Underlying social trends; 2.3 What can we learn from these trends?
Chapter 3 - From Prize-fighting to Prizes for All: the Active Ingredients3.1 Ample evidence of great effectiveness; 3.2 No difference in effectiveness between approaches; 3.3 The active ingredients are common to all approaches; 3.4 Working alliance, therapist and client are the most effective active ingredients; Chapter 4 - From Intervention to Interaction: Relational Coaching; 4.1 Ten commandments for the executive coach; 4.2 Effective coaching means relational coaching; 4.3 The coaching relationship as a succession of critical moments 4.4 Relational coaching makes a difference at critical momentsPart II - The Ways of Research; Chapter 5 - Coachees Have Their Say: Which Interventions Work for Us?; 5.1 Introduction; 5.2 Description of the study; 5.3 Quantitative results: helpfulness appears to be a generic experience; 5.4 Qualitative results: evaluating the importance of the coaching relationship; 5.5 Conclusion; Chapter 6 - 'I Doubt therefore I Coach': Critical Moments of Less Experienced Coaches; 6.1 Introduction; 6.2 Initial classification of the 80 moments; 6.3 Summary in the form of a 'doubtful' story 6.4 How to handle these critical moments and doubts?6.5 Conclusion; Chapter 7 - 'I Struggle and Emerge': Critical Moments of Experienced Coaches; 7.1 Introduction; 7.2 Initial classification of the 78 moments; 7.3 Summary in the form of a 'doubtful' story; 7.4 How to handle these critical moments?; 7.5 Conclusion; Chapter 8 - Coaches Have Their Say: How to Handle Critical Moments?; 8.1 Introduction; 8.2 Description of the study; 8.3 The temporal patterns of the critical moments; 8.4 How to handle these critical moments: the use of supervision; 8.5 Conclusion; Part III - The Ways of Excellence Chapter 9 - Training and Accreditation of the Executive Coach9.1 Areas of competence of the coach; 9.2 Coach education; 9.3 Coach accreditation; Chapter 10 - Continuing Professional Development of the Executive Coach; 10.1 Individual professional development: reflective practice; 10.2 Co-coaching and peer consultation; 10.3 Coaching supervision; Chapter 11 - Library of the Executive Coach; 11.1 Introduction: coaching and reading; 11.2 A historical overview in fiction; 11.3 Milestones in the coaching literature; 11.4 Milestones in psychotherapy; 11.5 Books about care for the coach Chapter 12 - Future of the Executive Coach |
| Record Nr. | UNINA-9910830260003321 |
|
Haan Erik de
|
||
| West Sussex, England : , : John Wiley & Sons, Ltd, , 2008 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
What works in executive coaching : understanding coaching outcomes through quantitative research and practice-based evidence / / Erik de Haan
| What works in executive coaching : understanding coaching outcomes through quantitative research and practice-based evidence / / Erik de Haan |
| Autore | Haan Erik de |
| Edizione | [1st ed.] |
| Pubbl/distr/stampa | Milton Park, Abingdon, Oxon ; ; New York, NY : , : Routledge, , 2021 |
| Descrizione fisica | 1 online resource (199 pages) |
| Disciplina | 658.407124 |
| Soggetto topico | Executive coaching |
| ISBN |
1-00-312705-3
1-003-12705-3 1-000-37180-8 1-000-37182-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Cover -- Half Title -- Title -- Copyright -- Dedication -- Contents -- Highlights of the book -- Introduction -- An interlude before Chapter 1 -- 1 Does executive coaching work? Is coaching worth the effort? -- Part A: some controversies -- Controversy 1: how universal and generalisable are the results? -- Controversy 2: choice-supportive biases skewing the results towards false positives -- Controversy 3: if the same people are asked to measure all variables, biases will result -- Controversy 4: the Hawthorne effect -- Controversy 5: realistic settings do not satisfy lab research conditions -- Controversy 6: the diminishing power of statistical tests on the same data -- Controversy 7: nonattendance of participants in coaching and in research -- Controversy 8: nonrepresentative samples -- Controversy 9: coaching is not very sharply defined -- Part B: how to establish whether coaching works -- Part C: overview of outcomes of coaching research with randomised control groups -- 1 Randomised controlled experiments in health coaching -- 2 Randomised controlled experiments in workplace coaching -- 3 Limitations of past research -- Part D: what it means for coaching practice -- An interlude before Chapter 2 -- 2 What works in executive coaching? What makes coaching really worthwhile? -- Part A: some controversies -- Controversy 1: what to do with studies of a different standard than RCTs -- Controversy 2: the technique versus common-factors debate -- Controversy 3: difficult to compare different studies when they use different constructs -- Controversy 4: where does 'technique' end and do 'common factors' begin? -- Part B: how to establish the 'active ingredients' -- Part C: overview of more evidence with an eye for possible active ingredients of coaching -- 1 Overview of coaching outcome research I: evaluation or field studies.
2 Overview of coaching outcome research II: incorporating objective outcome variables -- 3 Manager-as-coach research with objective outcome variables -- 4 Overview of coaching outcome research III: employing control groups -- 5 Overview of coaching research which compares conditions -- 6 Overview of coaching research which compares techniques of coaching -- 7 Overview of coaching research which compares virtual and face-to-face coaching -- Part D: what it means for coaching practice -- An interlude before Chapter 3 -- 3 The coaching relationship as 'best predictor'? How does the working alliance help to achieve outcomes? -- Part A: some controversies -- Controversy 1: does the 'medical model' apply? -- Controversy 2: does the 'therapy model' apply? -- Controversy 3: causality is still open to debate -- Controversy 4: the puzzle of 'the' relationship -- Controversy 5: what is the core of 'the' relationship? -- Controversy 6: how to optimise the relationship factor -- Part B: what we need to know about this 'best predictor' -- Part C: overview of coaching relationship outcome research -- 1 A brief review of research on the coaching relationship -- 2 A brief review of relevant mentoring outcome research -- 3 Longitudinal research on the coaching relationship -- 4 An interpretation of these findings -- 5 Future research: time to think differently about active ingredients -- Part D: what it means for coaching practice -- An interlude before Chapter 4 -- 4 Which outcomes does coaching actually deliver? What does executive coaching work on? -- Part A: some controversies -- Controversy 1: very high diversity of study methods -- Controversy 2: some contradictory findings -- Controversy 3: the possibility of moderation -- Controversy 4: it's hard to see the wood for the trees, because of many weak results -- Part B: how to establish different coaching outcomes. Part C: overview of what we know about outcome measures -- 1 Changes to objective measures -- 2 Changes to multi-source performance measures -- 3 Changes to self-rated personality measures -- 4 Changes to self-rated preparedness or well-being measures -- 5 Changes to self-rated goal-attainment measures -- 6 Changes for the coach rather than the coachee -- Part D: what it means for coaching practice -- An interlude before Chapter 5 -- 5 What perceptual biases may be at play? Can we trust a coach's perceptions of coaching? -- Part A: some controversies -- Controversy 1: what is so bad about the biases in self-scores? -- Controversy 2: what is so bad about using self-scores for research? -- Controversy 3: is the distinction between self- and other-scores not artificial? -- Part B: how to establish coaching self-perception outcomes -- 1 Research showing coaching changes personal ratings of performance -- 2 Research showing the coach's mindset about change is an important predictor of outcomes -- 3 Research showing that mindsets of coach and coachee about change strengthen one another -- 4 Research showing that coaches develop perceptual biases in looking at their own skills -- Part C: overview of what we know about perceptual biases in coaches about their own coaching -- 1 A brief review of research on coaching interventions -- 2 Research on coaching interventions using the Coaching Behaviours Questionnaire -- 3 Significant differences found for gender, age, job, and nationality of the coach -- 4 An interpretation of these findings -- Part D: what it means for coaching practice -- An interlude before Chapter 6 -- 6 What about negative side effects of coaching? Are there risks? Can coaching do harm? -- Part A: some controversies -- Controversy 1: can we actually treat 'negative' outcomes separate from 'positive' ones?. Controversy 2: is there an assumption that reported experiences are significant outcomes? -- Controversy 3: there seems to be a difference between the coaching and mentoring literature -- Part B: how to establish negative side effects of coaching -- Part C: overview of what we know about side effects -- Part D: what it means for coaching practice -- 1 What do coaches need to know about negative (side) effects in coaching? -- 2 What expert advice can we give to coaches who want to do quantitative research? -- 3 What moral advice can we give to coaches who want to do quantitative research? -- References -- Subject index -- Author index. |
| Record Nr. | UNINA-9910861995103321 |
|
Haan Erik de
|
||
| Milton Park, Abingdon, Oxon ; ; New York, NY : , : Routledge, , 2021 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||