Coach Management System Seminar Cologne/GER

Transkript

1 Coach Management System Seminar Cologne/GER

2 Klaus Oltmanns (GER) 1975 > coaching educating Coaches helping Coaches becoming better Publishing House Trainerakademie Köln Freelancer klausoltmanns@gmx.de

3 ICCE workgroups & projects Different tasks Courses for educators www: platform, info-letter Education > Development? Representing TA at ICCE

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5 ISCF IGLA QIC ICDF SWC ICDF

6 The System The Coach (Individual)

7 The System The Coach (Individual)

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10 Chapter 3 Coaching Practice

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12 Learning opportunities Mediated Learning Unmediated Learning Internal Learning

13 10:20:70-Model Another verbalization (Jennings): 10 % Structured Learning 20 % Social Learning 70 % Workplace Learning & Experience

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15 Sources: 10:20:70 Model Begin: Michael M. Lombardo and Robert W. Eichinger, published data from one CCL study in their 1996 book The Career Architect Development Planner Expert (business and Economy Training ) Charles Jennings The 10:20:70 model: and:

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18 knowledge vs. competence

19 Kernaussagen Prof. Dr. John Erpenbeck Presentation Prof. Errpenbeck Cologne, Oct 2014 Core Messages: Kompetenzen Competences sind are die capabilities Fähigkeiten, in unerwarteten, to act self-organized, (zukunfts-)offenen, creative, manchmal and goal chaotischen directed Situationen kreativ und selbstorganisiert in unexpected, zu handeln open, sometimes chaotic, complex situations Kompetenzentwicklung erfordert zwingend eine emotionale To develop Imprägnierung competence require des necessarily Wissens an emotional waterproofing of knowledge Die Gleichsetzung It s a fundamental von crime, Fachkompetenz putting professional und Fachwissen competence ist eine on a fundamentale level with professional Sünde gegen jedes knowledge wirkliche Bildungsdenken.

20 Erfahrungsgeleitetes Handeln experience-led acting / learning: 1. Wissen und Handlungsfähigkeit werden über praktisches Handeln erworben. 2. Erfahrung-Machen ist Ausgangspunkt, knowledge Methode and capabilities und Ziel will be acquired by erfahrungsgeleiteten Lernens practical doing Creating experience is starting point, method 3. Unwägbarkeiten erzeugen Lernerfahrungen. Erfahrungs-geleitetes Lernen ist deshalb ein Lernen unter und für and Unsicherheitsbedingungen purpose of experience-based ( offene learning Situationen ). imponderability creates the experience of learning. Therefore it means learning under 4. Erfahrungsgewinn entsteht aus der Bearbeitung des Erlebten ( Reflexion ). conditions of uncertainty ( open situations ) 5. Erfahrungsgeleitetes Lernen bedeutet, increase zwischen of experience objektivierendem grow out of und dealing subjektivierendem Lernen zu oszillieren, with what letzteres you received überbetonend. (reflection) Vortrag Erpenbeck , Trainerakademie Köln

21 If you want to become an expert

22 The way to expertise

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24 Translation: How to become an expert: Scaling the competence: somebody who know > who can > who be an expert Somebody who know Somebody who can Somebody who is an expert Low level of knowledge (theory) Small level of experience (practice) No complex strategies in solving problems Knowledge in the special area Acting by self organising Intuitive strategies in solving problems Driving innovation High level of experience (practice) High competetence in self-disposition professional strategies in solving problems Deficits in following rules and routine work (i.e.: standards )

25 The System The Coach (Individual)

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27 The Framework aims to be a flexible, yet recognised, reference point across the Union for the development of coach education programmes and coaching systems

28 Table of Contents Introduction Advancing Coaching Across a Continent Chapter 1 Coaching in Europe Today Chapter 2 Athlete-Centred Vision Chapter 3 Coaching Practice Chapter 4 Coaching Expertise Chapter 5 Coach Development Chapter 6 Coach Certification & Recognition Chapter 7 Benefits of a Coaching Framework.

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30 The Coaching System The people, organisations, structures and processes that play a part in the recruitment, education, development, employment and recognition of coaches in a particular context.

31 The Coaching System Functions Research, strategy and planning Recruitment Coach education and development Quality assurance Deployment and employment Value and recognition Coach support Coach Representation Adapted from North, J (2013)

32 The Coaching System Components

33 Coaching systems are NOT: sport systems, high performance systems or coach education systems

34 Why a Systems Approach? Helps you achieve your sport and coaching goals How? Clarity: stakeholders, roles & responsibilities, structures and processes Helps present a common case for coaching Creates a Community of Practice

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36 Coach Development The Role of Coach Developers

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39 The future ways of Coach Education? or (better?) Coach Development! from teaching to learning from Knowledge to Competence and Expertise attending experiental and social learning

40 New procedures: mentoring, coach the coach, CoP, offering opportunities instead defaults

41 Needs: connecting pathways of developing and employment (formal) certification - assessment?, RPL Do we need a (stand alone ) system of L&D, or is it a task of leadership?

42 Frank Dick: Learning Pathway of Coaches 5. Learn to become 4. Learn to be 3. Learn to do 2. Learn to learn 1. Learn to repeat

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44 Quelle: Vortrag Charles Jennings

45 Quelle: Vortrag Charles Jennings

46 Quelle: Vortrag Charles Jennings

47 ICCE: QSCM Quality in Sport Coaching Model