HRM2027- First Individual Assignment- Personal Coaching Scenario
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School
George Brown College Canada *
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Course
82511
Subject
Communications
Date
Feb 20, 2024
Type
docx
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5
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First In-Class Activity
Personal Coaching Scenario Part 1: Fully explain the situation in detail with relevant context. It will be beneficial if you
provide as much as information. (10 points) When I first started at my current job as a shift coordinator in a restaurant, I had just been
in the country for less than a month and had no experience in the food and beverage industry. I
did not receive proper training at the beginning due to the rush we were experiencing during my
first week, but I still took it upon myself to study at home all the resources that were available to
me to make sure I could catch up with the needs of the restaurant the faster that I could. My
manager kept picking on my every move and pointing all the things that I was doing wrong or
lacking, she looked a little bit annoyed and made me feel like I was behind and uncapable, but
even then, I kept on going I finally found my pace in the job and was feeling confident in my
skills. The more that I settled, I started noticing that some of the things that she so rudely
pointed out that we (the team and the coordinators) should be doing, she wasn’t doing it herself.
After a few weeks she spent away in a training, weeks where I was particularly happy of how
the team and myself were performing, she gave me feedback that did not align with what I was
doing, asking for things she had never done it herself – such as how to properly coach the
team-, specially after not seeing my work and progress for weeks. At that moment, I felt like nothing I did was enough, while at the same time I wish I could
have spoken up and agued back, not to fight or justify anything, but to report about the good
weeks that we had and how I was following those exact things she had just asked of me. This situation made me notice that I had a hard time standing up for myself and stand my
ground and I would like to work on that.
Part 2: As coachee, what would be 3 barriers/ challenges and 3 opportunities with
engaging a coach as it relates to the specific case? Full explain and use all the possible
hypothetical situations. (6 points)
Challenges:
1.
Lack of Trust: The coachee can be skeptical about the effectiveness of coaching or
may not fully trust the coach, since the coaching opportunities that happened with the
manager were not positive. This skepticism can hinder the willingness to be open,
honest, and receptive to feedback and guidance.
2.
Resistance to Feedback:
The coachee may face challenges in being open to feedback,
especially because of the experienced criticism and lack of support by the manager.
Overcoming this resistance and creating a positive and receptive mindset is crucial for
the coaching relationship to be effective and in this situation can be a big barrier in
creating this connection.
3.
Fear of Judgment: In this situation, since the coachee was not able to stand up to the
manager, the fear being of being judged or criticized during the coaching process might
get in the way. Just like the previous challenges, this fear can limit communication and
consequently the effectiveness of the coaching relationship.
Opportunities:
1.
Skill development:
Engaging a coach provides an opportunity for the coachee to
enhance their skills and knowledge. In this case, it could be about improving leadership
and communication skills, which are essential in a role like a shift coordinator.
2.
Self-Reflection:
Coaching encourages self-reflection, allowing the coachee to identify
their strengths and areas for improvement. This self-awareness is crucial for personal
and professional growth and can help the coachee navigate challenging situations like
the one described in the scenario.
3.
Conflict resolution:
A coach can guide the coachee in developing strategies for conflict
resolution. In this case, it could involve addressing the perceived discrepancies in
feedback and finding effective ways to communicate concerns and achievements to the
manager.
Part 3: As coach, what would be 3 barriers/challenges and 3 opportunities with engaging a
coach as it relates to the specific case? Fully explain and use all the possible hypothetical
situations. (6 points)
Challenges:
1.
Initial resistance:
The coachee, having faced criticism initially, may resist coaching.
Building trust and overcoming this initial resistance would be a challenge.
2.
Different expectations:
If there's a mismatch between what the coach offers and what
the coachee expects, it may lead to dissatisfaction and hinder the coaching process.
3.
Limited knowledge of the workplace dynamics:
The coach could face challenges in
fully understanding the intricacies of the workplace dynamics and the manager's
behavior, which could impact the effectiveness of the coaching sessions.
Opportunities:
1.
Building Trust:
The coaching relationship provides an opportunity for the coach to build
trust with the coachee. Establishing a safe and supportive environment is crucial for the
coachee to open up about their challenges and goals.
2.
Skill Enhancement:
The coach can help the coachee enhance their leadership and
communication skills, addressing specific challenges faced in their role as a shift
coordinator. With that, the coachee will be able to have a better relationship with people
in a higher hierarchy and not to repeat the same mistakes with those under their
leadership.
3.
Feedback Loop:
Coaching allows for a continuous feedback loop. The coach can
provide insights into the coachee's progress and offer guidance on how to navigate
similar situations in the future, since there is nothing the coachee can do to repair the
situation but to avoid the same scenario to repeat itself.
Part 4: A) Based on the different tools learned from chapter 16, as the coach, what top 2
models would work for this situation? Explain the two models and provide reasons as to
why you think the chosen tools would work. (20 points) B) Apply and implement the two models for your situation using bullet point, scripts, and
role play. (30 points)
In this situation, I believe the two coaching tools that could be beneficial are the Johari
Window and Force Field Analysis.
Johari Window: a psychological tool that helps individuals understand their relationships with
themselves and others. It consists of four quadrants: Open Area, Blind Spot, Hidden Area, and
Unknown Area.
This tool would be helpful for improving self-awareness and understanding the
dynamics of communication within a team.
1.
Open Area:
This represents what is known to the individual and others. In this situation, the
coachee competence and dedication to learning and adapting are part of the
Open Area.
Script: "I want to highlight my commitment to learning and adapting, as I took it
upon myself to study extensively to catch up with the demands of the restaurant."
2.
Blind Spot:
This quadrant includes aspects known to others but not to oneself. The
manager's oversight or lack of acknowledgment of the coachee’s efforts might fall
into this category.
Script: "I've observed that some of my efforts might not be fully recognized or
acknowledged, and I would appreciate feedback on areas where I can improve
further."
3.
Hidden Area:
This involves information known to oneself but kept hidden from others.
Expressing the coachee’s struggle to stand up for herself could be part of this
quadrant.
Script: "I've realized that I sometimes find it challenging to stand up for myself
and communicate my achievements. I'm actively working on improving this
aspect of my professional persona."
4.
Unknown Area:
This quadrant represents aspects that are unknown to both the individual and
others. It's essential to remain open to discovering new things about oneself and
the manager's perspective.
Script: "I'm open to feedback and want to understand better how I can contribute
more effectively to the team and meet the expectations of my role."
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Self-awareness: The Johari Window is effective in promoting self-awareness by encouraging
individuals to reflect on their strengths, weaknesses, opportunities, and threats. In the described
situation, you initially faced challenges and criticism. By utilizing the Johari Window, you can
articulate your self-awareness and the efforts you put into overcoming obstacles.
Communication improvement: The model helps in bridging the communication gap. By openly
discussing your own insights and self-awareness with the manager, you can create a foundation
for better understanding and communication.
Conflict resolution: It provides a framework for addressing conflicts constructively. Using the
Johari Window, you can shift the conversation from a defensive stance to a collaborative one,
emphasizing your commitment to personal and professional growth.
Force Field Analysis
: Force Field Analysis is a framework developed by Kurt Lewin to identify
forces that drive and restrain change. It helps individuals understand the factors influencing a
situation and how to overcome barriers.
1.
Driving Forces:
Positive aspects that support change and improvement in your situation.
Script: "The positive driving forces include my dedication to learning and
adapting, as well as the successful weeks where the team and I performed
exceptionally well."
2.
Restraining Forces:
Negative aspects or barriers that hinder progress or improvement.
Script: "On the other hand, there are restraining forces, such as my difficulty in
standing up for myself and the perceived lack of acknowledgment for my efforts."
3.
Creating Change:
Identify strategies to increase driving forces or decrease restraining forces.
Script: "To create positive change, I plan to enhance communication with my
manager, share the successes of the team, and express my concerns about
feeling undervalued."
Force Field Analysis is beneficial in this context because it provides a systematic and
visual approach to understanding the dynamics at play, allows for strategic planning, facilitates
communication, and offers a tool for ongoing assessment and improvement.
Role Play:
Manager:
"I noticed you didn't implement the strategies I mentioned. Why is that?"
Employee:
"I appreciate your feedback. During the weeks you were away, we implemented
those strategies, resulting in improved performance and team cohesion. I'd like to discuss how
we can continue this success and address any concerns you may have."
This role play integrates elements of both the Johari Window and Force Field Analysis to
foster open communication and drive positive change in the working relationship.
Part 5: Share 3 main takeaways or reflective thoughts about this assignment. (10 points)
One of the things that stood out the most for me when doing this assignment
was the how
much trust is involved in any relationship, but specially in a coach-coachee relationship. Without
it, there is no way that it will be an effective outcome.
Another takeaway was that coaching is not a one-time situation, it’s about continuous
improvement, cycle of feedback, reflection, and goal-setting. The models applied, such as the
Johari Window and Force Field Analysis, provide frameworks for ongoing improvement and
development, ensuring sustained progress in the professional journey.
The third takeaway came from the situation itself. The scenario highlights the impact of
early communication in addressing workplace challenges. Both the coachee (myself) and the
manager could have benefitted from open communication at the beginning, reducing stress and
fostering a positive work environment.