Authors: Barbara Mink, Keith Owen (With), Barbara Mink
ISBN-13: 9780201563139, ISBN-10: 0201563134
Format: Paperback
Publisher: Basic Books
Date Published: June 1993
Edition: (Non-applicable)
Oscar G. Mink is a professor at the University of Texas at Austin, where he is the director of Graduate Study and Research in Human Resource Development. Keith Q. Owen is a division chairperson of Social and Behavioral Sciences at Austin Community College. Barbara P. Mink is a founding faculty member of the Human and Organization Program at the Fielding Institute in Santa Barbara, California, and she is president of Somerset Consulting Group, Inc., in Austin, Texas. All three authors are senior consultants in Somerset Consulting Group, Inc., whose clients include Chevron, 3M, IBM, and Telecom-Australia. Oscar G. Mink is a professor at the University of Texas at Austin, where he is the director of Graduate Study and Research in Human Resource Development. Keith Q. Owen is a division chairperson of Social and Behavioral Sciences at Austin Community College. Barbara P. Mink is a founding faculty member of the Human and Organization Program at the Fielding Institute in Santa Barbara, California, and she is president of Somerset Consulting Group, Inc., in Austin, Texas. All three authors are senior consultants in Somerset Consulting Group, Inc., whose clients include Chevron, 3M, IBM, and Telecom-Australia. Oscar G. Mink is a professor at the University of Texas at Austin, where he is the director of Graduate Study and Research in Human Resource Development. Keith Q. Owen is a division chairperson of Social and Behavioral Sciences at Austin Community College. Barbara P. Mink is a founding faculty member of the Human and Organization Program at the Fielding Institute in Santa Barbara, California, and she is president ofSomerset Consulting Group, Inc., in Austin, Texas. All three authors are senior consultants in Somerset Consulting Group, Inc., whose clients include Chevron, 3M, IBM, and Telecom-Australia.
"In today’s economy corporations are emphasizing performance improvement over increasing head count. Self-managed work teams, empowerment of employees, and organizational learning all present different"
Preface | ||
Acknowledgments | ||
Ch. 1 | Coaching: The Art of Encouraging Others to Experience Their Power | 1 |
Ch. 2 | What Is Coaching? | 16 |
Ch. 3 | The High-Performance, Productive Environment | 50 |
Ch. 4 | Developing Empowering Relationships | 75 |
Ch. 5 | Laying the Foundation for the High-Performance Environment | 101 |
Ch. 6 | Understanding How People Learn and Grow | 130 |
Ch. 7 | Coaching for High Performance | 146 |
Ch. 8 | Coaching as Renewal | 166 |
Ch. 9 | Coping with Failure | 190 |
Ch. 10 | Evolution of a New Paradigm | 210 |
App. A: High-Performance Coaching: A Behavioral Checklist | 223 | |
App. B: Unique Applications of High-Performance Coaching | 233 | |
References | 251 | |
Glossary | 255 | |
Bibliography | 261 | |
Index | 265 |