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Developing Coaching Skills to Support OD Skills for Leaders

Developing Coaching Skills to Support OD Skills for Leaders
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Author(s): Karen A. Hatton (National Health Service, UK)
Copyright: 2019
Pages: 9
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch021

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Abstract

This reflective case history explores how an acute National Health Service (NHS) Hospital Trust sought to develop its people through the introduction of a specific OD tool. Developed over three phases, key learning and evidence was continuously reviewed to inform subsequent phases and ensure positive impact both for individuals and the wider organization. Phase 1 brought together data from a literature review and a small in-work trial, which influenced the planning of Phase 2. Evidence collection, formal and informal, helped to identify the unexpected positive outcomes that went on to shape Phase 3. Scale and spread of the intervention was both planned and emergent, being shaped by reflection on the tool itself, personal experiences, and acknowledged impact. Around one thousand staff members have accessed the intervention in some form, which represents nearly one-fifth of the organization. Outcomes have included a noticeable increase in own/team engagement, raised self-awareness, and improved working relationships. Lessons learned continue to shape the program, which remains an integral part of the OD plan and and ensures the organizational development of quality people.

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