Presentation on theme: "The Open University A Case Study"— Presentation transcript:
1 The Open University A Case Study Veronica Barnes & Charlotte Bruce-FouldsThe Open University The OCM
2 Outline of the session The Open University Why coaching – now? Why The OCM?The programme – Phase 1EvaluationThe programme – Phase 2What now and next
3 The Open University's Mission ... to be OPEN to …PeoplePlacesMethods andIdeas
4 The Open University A world leader in modern distance learning Enables people to achieve their career and life goals by studying at times and in places to suit themFounded to open up higher education to all; most undergraduate courses have no formal entry requirements, prior qualifications or experienceMore than 250,000 students per year and since 1969 over 1.6 m people worldwide have achieved their learning goals by studying with usMany of our teaching and learning resources are free of charge on line, MOOCS leader
5 Why introduce coaching? Learning & Organisational DevelopmentManagement Development SurveyDifferent levels of developmentCoaching to support the Highly Effective Manager (HEM) programme
6 A transferable skill Management Coaches Coach-Mentor Coach / Mentor HEMDelegates (‘Learners’)Delegates begin touse coaching approachwith own teamCoach acrosstheOUCoach theirown teams
7 Why The OCM? Has a strong academic underpinning Provided the hybrid of coach-mentoring to support management developmentOffered a blended approach to learningCovered core skills of coaching and modelsDesigned with emphasis on skills practiceSupported with Coach-Mentor SupervisorConsidered ethical issues
9 How, what and when Selection of Coach-Mentors … Programme promoted on L&OD website and in leafletsCompleted application forms including 3 reasons why they want to do thisOnline self-assessmentOnline questionnaireSelection interview with OU and The OCM
10 What did the programme initially look like? Started in May 2009An initial 2-day workshop4 x 1:1 coach-mentoring (supervision) sessions every 2 monthsOnline portal and one book – J. StarrInterim half-day skills workshop180 feedback from HEM learnersFinal half-day review workshop
11 What does it look like now? Recently started our 5th cohort and there are a few key differences …More coaching support from delegates individual Coach-Mentor Supervisor (CMS), 6 hours instead of 4 hours to enable monthly contactIntroduce Action Learning in the initial workshop, so self-managed learning groups start immediatelyMore practice with models and an additional coaching framework
12 ModelsCore processes and key skills supported by a range of other frameworks …GROWAppreciative InquiryWheel of work/lifeSkilled Helper FrameworkChange House and other useful toolsworking in this context, e.g. Forcefield Analysis
13 The outcomesQuantative and qualitative feedback was captured from both the delegates (= coaches) and their HEM learners (= coachees) and it was extremely positiveFor example, from the HEM learners …“The time spent with my coach has enabled me to gain far more from the HEM than I ordinarily would, appreciate the lessons available in my daily working life and, more importantly to put them into practice with rewarding results”“It has been an extremely important and valuable part of the development and will probably prove to have been the most valuable aspect of it as there is such a direct focus on my immediate work and goals”
14 Feedback from HEM learners on their coach’s behaviours
15 Feedback from HEM learners on their coach’s style & approach
16 Feedback / benefits from the coaches’ perspective Importance of coaching in creating a safe space which provides opportunities to thinkCoaching really helps to raise self-awareness and self-confidenceProvides an opportunity for the coachee to think about their own individual developmentEncourages coachee to relate their development to organisational benefitsImportance of using coachingconversations with direct reports
17 Differences madeThe Management Coaching Programme provided by The OCM has …Provided a sound and professional foundation for the development of coaches across the OULived up to the choice of provider with an academic underpinning as models and theories have been challenged during the learning processEnabled individuals across the university to experience the empowering characteristic of coaching
18 Activity 1 In small groups … How do you currently use coaching in your organisation?
19 So what happened next …By 2012 there was a critical mass of coaches who needed support, their frequent questions were …Who could they coach?How could they continue to develop and be supervised?
21 Who can be coached?Learners on the Highly Effective Managers ProgrammeIndividuals‘Coaching conversations’ & ‘coaching style’ with own staff on day-to-day basisTeamsOn behalf of Human ResourcesOutside OU e.g. voluntary sector
22 How can the coaches be developed? QualificationsShort courses, Conferences, SeminarsJoin local coaching groupsOpen University’s Coaches’ Network
23 Feedback from Coaches’ Network events ‘I think this Coaches’ Network is a fantastic way of drawing on the experiences of others and being able to share with people who understand the OU and its internal coaches model.’‘A really good overview of coaching which made me think about my own coaching style.’‘I already thought I was an authentic coach, however, I will be reflecting on the ideas raised, to find out how I might develop further.’
24 How can the coaches be supported? ‘Owner’ of coachingA formal process of professional support in a trusting and supportive relationship. Supervision ensures continuing development, sharing of experience and effectiveness of the coaches’ practice within the ethos and culture of the University …1:1 supervisionGroup supervision
26 Activity 2 Discuss in small groups … If you have internal coaches in your organisation, how might you support them?Or, if you don’t have internal coaches in your organisation, what could you now do to create your own group of coaches?
27 What’s happening now? Formalising offering of Supervision Individual basisGroup sessionsConsidering an annual refresherThe Coaches’ Network events quarterlyManagement Coaching 5
28 Organisational impact Quality controlCoaches make a greater and higherquality impactCoachees make a better contribution to the organisationProvides a source of organisational knowledge and learningMaximises the potential of coaching and supports the investment
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