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: phil@coachingourselves.com
Poll
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Have you heard of Professor Henry Mintzberg?
 Yes
 Yes and I'm familiar with his work
 No

Henry Mintzberg
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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!
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Mintzberg’s IMHL Program
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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
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Are you familiar with the 70:20:10 framework?
 Yes
 Yes and our organization uses 70:20:10
 No

70:20:10 Framework
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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!
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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
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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
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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
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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
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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,
staged experiences
Action Learning Reflection on natural experience,
experiences without
conceptual ideas
Coaching Reflection on natural experience,
experiences without
conceptual ideas
CoachingOurselves Reflection on natural experience,

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Program:
Consists of
(Monthly) 90-
minute sessions
with 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
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90-minute peer coaching modules
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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
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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
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 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
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 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.

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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
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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

Learning and Performance through Peer Coaching CoachingOurselves

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Learning and Performance through Peer Coaching CoachingOurselves