Toward a coaching culture in an Australian public sector agency
(September – December 2016)
This study details coaching products based on key frameworks from adaptive learning theory (particularly as articulated by Kegan and Lahey at the Harvard Graduate School of Education in various publications) and then applied to an Australian Government Agency. It assumes familiarity with the Immunity to Change map (see discussed for example at Kegan and Lahey’s business site http://mindsatwork.com/) will be of interest to coaches, researchers, human resource professionals, senior leaders with an interest in culture change in the middle of an organisation.
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