Abstract
We need to see coaching differently from the way it has been viewed within some organizations in the past, where the word has often carried a remedial rather than a developmental connotation. People needed to be coached because they were not performing well at current tasks. One problem with the remedial approach is that attention is focused on finding and implementing a solution to the immediate performance problem. This can mean that the coach, with potentially greater organizational experience or expertise than the learner, is tempted to take responsibility for prescribing a solution. And if they can not resist the temptation to do that they end up taking responsibility for the individual’s learning too.
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