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The Little Book of Big Coaching Models: 76 ways to help managers get the best out of people

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The Little Book of Big Coaching Models: 76 ways to help managers get the best out of people

Book

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Description

  • Copyright 2015
  • Dimensions: 6 X 9
  • Pages: 272
  • Edition: 1st
  • Book
  • ISBN-10: 1-292-08149-X
  • ISBN-13: 978-1-292-08149-6

Leaders and Managers want quick answers, quick ways to reach solutions, ways and means to access knowledge that won’t eat into their precious time and quick ideas that deliver a big result.  The Little Book of Big Coaching Models cuts through all the noise and gives managers access to the very best coaching models that they need to get the best from their team Every model is quick and easy to read and delivers the essential information and know-how quickly, efficiently and memorably.

Sample Content

Table of Contents

About the author

Acknowledgements

How to use this book

Introduction

PART 1 MAKING A START  

Introduction

SECTION 1 UNDERSTAND HOW PEOPLE THINK AND LEARN

Introduction

1 Malcolm Knowles: How adults learn

2 Neil Fleming: VAK 

3 David Kolb: Experiential learning cycle

4 Katherine Myers and Isabel Briggs: The Myers-Briggs Type Indicator

SECTION 2 UNDERSTAND WHAT MOTIVATES PEOPLE

Introduction 

5 John Keller: The ARCS model of motivational design

6 Douglas McGregor: X and Y theory 

7 Frederick Herzberg: Hygiene factors and KITAs SECTION 3 BE A GOOD COMMUNICATOR

Introduction

8 Michael Argyle: The communication cycle model

9 Eric Berne: Transactional analysis

10 Joseph Luft and Harry Ingram: Johari windows

SECTION 4 SET THE RIGHT OBJECTIVES

Introduction

11 Benjamin Bloom: Levels in the cognitive domain

12 Ravindrakumar Dave: Levels in the psychomotive domain

13 David Krathwol and Benjamin Bloom: Levels in the affective domain

SECTION 5 COACHING THROUGH DIRECTING

Introduction

14 Ivan Pavlov: Classical conditioning

15 Edwin Guthrie: Contiguity theory

16 Robert Merton: Self-fulfilling prophecy

SECTION 6 COACHING THROUGH FACILITATING

Introduction

17 Abraham Maslow: Hierarchy of needs

18 Carl Rogers: Facilitation

19 Jack Mezirow: Transformational learning

  

SECTION 7 COACHING THROUGH SHOWING OTHERS HOW TO DO IT

Introduction

20 The Gestaltists: Insight theory

21 Karl Pribram, George Miller and Eugene Gallanter: Test-Operate-Test-Exit (TOTE)

22 Albert Bandura: Role modelling

  

SECTION 8 COACHING THROUGH STIMULATING

Introduction

23 Donald Hebb: Associative learning

24 Leon Festinger: Cognitive dissonance

25 Michael Merzenich: Neuroplasticity

SECTION 9 DEALING WITH CHALLENGING BEHAVIOUR

Introduction

26 Kurt Lewin: Reshaping behaviour

27 Peter Honey: Behaviour modification

28 Robert Hare: Psychopathic checklist

  

Summary of Part 1

PART 2 TAKING IT FURTHER

Introduction

29 Richard Bandler and John Grinder: Neuro-Linguistic Programming (NLP)

30 Gregory Bateson: Neuro-logical levels

31 Donald Broadbent: Filtering

32 Marty Brounstein: The Five Pillars for Building Commitment

33 Arthur Costa and Bena Kallick: The coach as a critical friend

34 Edward De Bono: The six thinking hats

35 Robert Dilts: The Disney creativity strategy

36 Gerard Egan: The skilled helper model

37 Ferdinand Fournies: Coaching discussion plan

38 Tim Gallwey: The inner game

39 Howard Gardner: Multiple intelligence

40 Andrew Gilbert and Karen Whittleworth: The OSCAR model

41 Daniel Goleman: Emotional intelligence

42 Bruce Grimley: The 7Cs coaching model

43 John Grinder: New Behaviour Generator

44 Richard Hale and Eileen Hutchinson: The INSIGHT coaching cycle

45 Peter Hawkins: The CLEAR model

46 Jon Kabat-Zinn: Mindfulness

47 Max Landsberg: The Tao of coaching

48 David Lane and Sarah Corrie: Purpose, perspectives and process

49 Angus McCleod: The STEPPPA model

50 Alec McPhedran: The GENIUS model

51 Eric Parsloe and Monika Wray: The Seven Golden Rules of Simplicity

52 Jenny Rogers: The Six Principles of Coaching

53 Virginia Satir: Anchoring and self-coaching

54 John Sweller: Cognitive load theory

55 John Whitmore: The GROW model

  

Summary of Part 2

PART 3 COACHING THE ORGANISATION FOR BETTER PERFORMANCE

Introduction

SECTION 1 COACHING ORGANISATIONAL LEADERS

Introduction

56 John Adair: Action-centred leadership

57 Bernard Bass: Transformational leadership

58 Richard Boyatzis: Self-directed learning

SECTION 2 BE BETTER THAN YOUR COMPETITORS

Introduction

59 Mike Pedlar, John Burgoyne and Tom Boydell: The Learning Company

60 Chris Argyris and Donald Schön: Triple-loop learning

61 Peter Senge: The fifth discipline

SECTION 3 GET THE WORKPLACE CULTURE RIGHT

Introduction

62 Edgar Schein: The three levels of organisational culture

63 Carl Steinhoff and Robert Owens: Cultural metaphors

64 Charles Handy: The culture gods

SECTION 4 BE BETTER AT PLANNING 

Introduction

65 Gerry Johnson and Kevan Scholes: Seven stages of strategic planning

66 The McKinsey Group: 7S framework model 

67 Mary Bitner and Bernard Booms: The 7Ps marketing mix

  

SECTION 5 MANAGE QUALITY

Introduction

68 Joseph Juran: The 80–20 rule – the vital few and the trivial many

69 William Edwards-Deming: 14 points for quality management

70 Phil Crosby: The maturity grid

SECTION 6 RESPOND TO CHANGE

Introduction

71 John Kotter: Eight-step approach

72 Elisabeth Kubler-Ross: The grief model

73 John Fisher: The transition curve

  

SECTION 7 WORK TOGETHER

Introduction

74 Meredith Belbin: Team roles

75 Bruce Tuckman: The team development model

76 Ichak Adizes: Team management personality styles

Summary of Part 3

A final word on coaching

Recommended reading

Index

Updates

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