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Zaufanie w procesie coachingu systemowego

Lech Górniak

2013

1/2013

( 5 )

DOI: 10.7206/cr.2081-7029.6

https:/doi.org/10.7206/cr.2081-7029.6

Abstrakt

The article presents the role of trust in coaching treated as a systemic intervention in an organization. The author refers to the thesis that all organizations are dynamic systems striving for a balance between stability and change. In the author’s opinion, the balance in the human system is maintained by specific „energy” which takes an informational-emotional form in this case. Coaching services act as a „carrier” of such energy. It becomes possible when the relationship „energy carrier–organization system” is built on the foundation of trust understood as a belief that the system will achieve a more beneb cial balance after the intervention.

Pobrań854

Co jest dobrem? Autonomiczny i paternalistyczny styl zarządzania

Artur Negri

2014

1/2014

( 6 )

DOI: 10.7206/cr.2081-7029.11

https:/doi.org/10.7206/cr.2081-7029.11

Abstrakt

The article presents the nature of an autonomous and paternalistic management style. The author refers to “folwark-like organizational culture model” popular among Polish companies which embodies the essence of paternalistic management style characterized by coercion and absolute control over an employee. The author states that it is not in company’s best interest to have the employees dependent on their superiors. Autonomous management style characterized by trust and respect is much more constructive. That style of management directly corresponds with coaching approach.

Pobrań1983

Coaching Review

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