Learning and Development: Coaching Model Critique and PDP
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This presentation discusses the importance of learning and development, definition of coaching, critical evaluation of coaching models, coaching self-assessment tool, identification of key areas of development, and development plan based on a coaching model.
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COACHING MODEL CRITIQUE AND PDP
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TABLE OF CONTENT •Introduction •Definition of coaching •Critical evaluation of Coaching Models •Coaching Self assessment tool •Identification of 2 Key areas of development •Development plan focussed on developing identified skills based on a coaching model •Conclusion •References
INTRODUCTION •Learning and development refers to the most important part in an individual life in order to improvetheirskillsandknowledgefor achievementofsuccess(Chambers,2018).It refers to the process which a person conducted byenrollingintrainingandcoachingina particular subject as per their interest
Definition of coaching •Coaching refers to the process which aims to enhance performance as well as focuses on the now and here instead of on extreme past and future (Hakro and Mathew, 2020). Coaching has been determined as a formofgrowthanddevelopmentinthatan experienced individual called as a coach which support a client or learner in order to achieving a particular personal as well as professional objectives.
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Critical evaluation of Coaching Models •GROW coaching model •It is one of the most popular coaching model which can be used in a large range of coaching modalities (Hambly and Bomford, 2018). •Goal •Reality •Option •Way Forward
CONTINUE •Benefits of GROW coaching model •It has been evaluated that by using its four steps a person can find most effective solutions for their problems as well as also this approach helps them to understand various situationswell as explore their options in order to get better future opportunities (Jameson, 2018). •Limitations- •Objectives and Goals need to be realistic •The coach may not be know and aware of ground realities •Uninterested coachee •Lack of Will
Coaching Self assessment tool •Coaching self assessment tools refers to the question set which allow a person to reflect their skills, competences and knowledge as a coach as to their own (Jowett and Arthur, 2019). They can evaluate their skills by using reflection for their past performance and make opinion as a coach which helps them to determine the areas which they need to develop for future development.
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Identification of 2 Key areas of development •SWOT Analysis •SWOT analysis in context to determine the 2 key areas of development are as follows- •Strengths •Weaknesses •Opportunities •Threat
2 Key areas of development •The 2 key areas for the development for me as coach is communication and time management skills •Communication skills •Time management skills
Development plan focussed on developing identified skills based on a coaching model •The personal development plan refers to a action plan used by an individual in order to improve my coaching skills in order to become good coach and achieve great success in future (Lammert, DeWalt andWetzel,2020).ByusingSMARTobjective frameworksIwillimprovemyskillsthatare presented in another slide.
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PERSONAL DEVELOPMENT PLAN SpecificMeasurableAttainableRelevantTime base Communicati on skills This skills is measurable by mebyparticipatingin training program, internship andmanyculturaldebate competition. Byworkingonmy vocabulary, practising with familyandfriendsand readingbooks(Lawrence, 2021). It is relevant for me to interact better with other and understand theperceptionof coachee. 3 month Time management skills This skills in measurable by methrough following the proper time table, managing work load, completing task with in given time. By setting goals, dividing andprioritisingthework and following proper time table on daily basis(Lovell, 2018). It is relevant for me to complete my task and coaching sessions on time effectively. 4 month
CONCLUSION •As per above presented information, it is concluded that learning and development is a continuous process which helps an individual to improve their skills and performance. The most common changing model is GROW model helps a coach to conduct their practices effectively.
REFERENCES •Chambers, F. C. ed., 2018.Learning to mentor in sports coaching: A design thinking approach. Routledge. •Hakro, A. N. and Mathew, P., 2020. Coaching and mentoring in higher education institutions: A case study in Oman.International Journal of Mentoring and Coaching in Education. •Hambly, L. and Bomford, C., 2018.Creative career coaching: Theory into practice. Routledge. •Jameson, J., 2018, July. 'Living Discourse': Critical Pedagogic Coaching for Active Student for Active Student Learning in Educational Technology. InInternational Conference on e-Learning(pp. 132-XIII). Academic Conferences International Limited.
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CONTINUE •Jowett, S. and Arthur, C., 2019. Effective coaching: The links between coach leadership and coach-athlete relationship—From theory to research to practice. •Lammert, C., DeWalt, L. M. and Wetzel, M. M., 2020. “Becoming” a mentor between reflective and evaluative discourses: A case study of identity development.Teaching and Teacher Education. 96. p.103179. •Lawrence, P., 2021.Coaching Systemically: Five Ways of Thinking about Systems. Routledge. •Lovell, B., 2018. What do we know about coaching in medical education? A literature review.Medical education. 52(4). pp.376-390. •Scott, T. E., 2019.High School Teachers’ Perceptions of Their Principals’ Observation Feedback and Its Influence on Their Teaching Practice. Gwynedd Mercy University.