共查询到20条相似文献，搜索用时 31 毫秒
1.
Stefan Hrastinski Anneli Edman Fredrik Andersson Tanvir Kawnine Carol-Ann Soames 《Interactive Learning Environments》2013,21(1):84-96
The aim of this study is to describe and explore how instant messaging (IM) can be used to support informal math coaching. We have studied two projects where university students use IM to coach K-12 students in mathematics. The coaches were interviewed with a focus on how informal coaching works by examining coaching challenges, how coaching can be organized, whether coaching should be anonymous or personal, which tools can be used and how informal math coaching supports learning. Research shows that generating and answering questions are important in the process of understanding and learning, which means that both the students and the coaches can learn math through this type of project. The coaches perceive informal math coaching as complementing online math forums. For students to learn effectively, the coaches need to be able to interpret the students' competence level in order to coach on a level that is within their development zone. It seems particularly challenging to coach at the right level when using IM and, therefore, it is important to establish a personal relationship with the students. 相似文献
2.
Rachel E. Schachter Melissa M. Weber-Mayrer Shayne B. Piasta Ann O’Connell 《Early education and development》2018,29(6):852-872
Research Findings: This study investigated coaches’ interactions with educators in the context of a large-scale, state-implemented literacy professional development (PD). We examined log data and open-comment reports to understand what coaches found salient about their interactions with educators as well as how those reports aligned with the initial design of the PD. Coaches reported spending a large proportion of their interactions with educators completing administrative tasks. Our findings also indicate that coaches disproportionally targeted instructional content from the PD while also adding unrelated instructional content to their coaching. Although coaches reported focusing on relationship building, they reported using less efficacious coaching strategies (e.g., observation and discussion) more frequently than coaching strategies demonstrated to be more efficacious (e.g., modeling and coteaching). Practice or Policy: Our findings suggest an explanation for the mixed evidence around coaching, as coaches in the study seemed to move beyond the specifications of the PD in their coaching interactions. This work has implications for the design of PD for both improving coach training and allowing some flexibility to meet educators’ learning needs that may be secondary to the content of the PD. Findings also support the need for more nuanced mechanisms for investing in coaching and coaching outcomes. 相似文献
3.
Coach learning to help teachers learn to enact conceptually rich,student-focused mathematics lessons
Stein Mary Kay Russell Jennifer Lin Bill Victoria Correnti Richard Speranzo Laurie 《Journal of Mathematics Teacher Education》2022,25(3):321-346
The past decade has witnessed a strong, standards-based call for improving what mathematics is taught and how it is taught. In the USA, districts have hired instructional coaches to help teachers shift their teaching from algorithm-based instruction to instruction that is more student-centered and conceptually focused. The purpose of this study was to contribute to the field’s understanding of (a) the specific coaching practices that help teachers enact more conceptual-based forms of instruction; and (b) how coaches learn to enact those practices. Using a design-based implementation research approach, we trained coaches using a particular model for one-on-one coaching (Content-Focused Coaching); the coaches then worked with teachers to plan lessons aligned with the coaching model. Data consisted of videotapes of pre-lesson conferences that were transcribed and coded according to the model. Analyses of 32 coaches’ practice over a 2-year period suggest that each of the three components of our coaching model (attention to student thinking, pedagogy, and mathematics) demonstrated statistically significant improvement over time. An illustrative analysis of five coaching sessions of one coach revealed a progression over five sessions from planning discussions that stayed at the level of general strategies to more specific conversations about teaching a particular task and then to deeper discussions that integrate attention to mathematical concepts, student thinking, and pedagogical moves. We view this delineation of coach learning as an important first step in laying the groundwork for the design of future coach training.
相似文献4.
Research over the last decade has demonstrated that it is experience and the observation of other coaches that remain the primary sources of knowledge for coaches. Despite this, coach education and continuing professional development fail to draw effectively on this experience. Using the work of Pierre Bourdieu, this paper attempts to understand how the “art of coaching” can be characterized as structured improvisation and how experience is crucial to structuring coaching practice. An examination of current coach education and assessment demonstrates that coaching practice viewed as a composite of knowledge has not specifically addressed the pervasive influence of experience on coaching practice. Drawing on experiences from the educational field, we examine how coach education and continuing professional development can utilize mentoring and critical reflection to situate learning in the practical experience of coaching. 相似文献
5.
The purpose of this article is to deconstruct the decision-making processes of sports coaches through the writings of the sociologist Harold Garfinkel. Specifically, the authors draw upon Garfinkel’s (1967) writings on jurors’ decision making to challenge current cognitivist bound conceptualization to better interpret coaches’ sense-making–why and how they make their decisions. The significance of the work lies in further deciphering the meaningful structures of daily coaching lives; within whose limits coaching decisions unfold. Following a brief review of literature related to coaches’ decision making, the principal tenets of Garfinkel’s work are outlined. This gives way to an examination of Erving Goffman’s (1974) work of “frames of reference” in terms of how coaches’ decision making can be developed and improved before a reflective conclusion summarizes the main points made and their implications for future coach education. 相似文献
6.
Sue Brown Scott Harrell Sandra Browning 《Mentoring & Tutoring: Partnership in Learning》2017,25(5):566-588
In our study, we examine the factors influencing the implementation of a mathematics coaching initiative at four high schools including the assets an instructional coach brings to the position and the challenges unique to each school. In our case study we include data collected in individual interviews with instructional coaches, focus groups with Algebra I teams, and coaching logs. Four models of coaching behavior emerged from the data collected in the study: coach as facilitator, coach as mediator, coach as dictator, and coach as victim. No role was associated exclusively with any particular instructional coach. However, which role the coach assumed hinged on one or more factors: the coach’s leadership style, the context in which the coach served, and the dynamics of the situation. 相似文献
7.
Odd Nordhaug 《Scandinavian Journal of Educational Research》2013,57(3-4):299-313
A possible approach to analyzing organizations as learning communities goes through the identification of structural learning barriers. In this article, a distinction is drawn between factors on the group‐level and the organization‐level that are in particular assumed to inhibit learning through acquisition, exchange and application of competences. The group‐level factors included embrace relationships between colleagues, team‐embedded competences, group norms, group think, and the structure and composition of teams. Organization‐level factors discussed comprise job design and work system, reward system, organizational culture and organizational design. 相似文献
8.
This article reports on work undertaken within Phase 2 of a pilot study concerned with the design, development, and evaluation of online resources. Drawing on recent developments in the application of technology within open and distance education, these resources were structured around the principles of problem‐based learning (PBL) for use with postgraduate teachers. The article explores the responses of one cohort of students studying on a programme for teachers of children with visual impairment, to learning through the use of these resources. In line with recent literature in this area, the findings demonstrate that with the appropriate design and use of technology, PBL, traditionally viewed as a campus‐based approach, can be adapted for use with students in higher education studying through open and distance education. The findings highlight a number of potential barriers to learning and participation that can serve to reduce effective participation in the online PBL activities. Future planned research by the authors will explore the extent to which each of these barriers can be reduced through appropriate planning and design, and provisional recommendations are included to assist in this process. 相似文献
9.
Andrea D. Ellinger 《Performance Improvement Quarterly》2003,16(1):5-28
Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as coach is becoming increasingly popular as a way to facilitate learning and improve employee performance. Yet, despite the research that has been done on coaching, studies generally focus on characteristics of good coaches, requisite coaching skills, and employees' perceptions of the improvement in managers' coaching skills following such training programs. This article describes some of the findings from a larger qualitative critical incident study. Specifically, the triggers for coaching and the outcomes of coaching interventions for the individual employee, manager, and organization are examined and reported here. This study identifies gaps and discrepancies, political, and developmental issues as the primary triggers for coaching. Additionally, this study suggests that managers' commitment to coaching has the potential to impact performance at the individual employee, manager, and organizational level. 相似文献
10.
Andrea D. Ellinger 《Performance Improvement Quarterly》1999,12(4):45-70
Proponents of the learning organization acknowledge that leaders and managers must assume roles as coaches in organizations that aspire to become learning organizations. The concept of the manager as a coach is becoming increasingly popular as a way to facilitate learning and improve employee performance. Yet, despite the research that has been done on coaching, studies generally focus on characteristics of good coaches, requisite coaching skills, and employees' perceptions of the improvement in managers coaching skills following such training programs. This article describes some of the findings from a larger qualitative critical incident study. Specifically, the triggers for coaching and the outcomes of coaching interventions for the individual employee, manager, and organization are examined and reported here. This study identifies gaps and discrepancies, political, and developmental issues as the primary triggers for coaching. Additionally, this study suggests that managers' commitment to coaching has the potential to impact performance at the individual employee, manager, and organizational level. 相似文献
11.
Teri Warner 《Performance Improvement》2012,51(9):22-28
Technologies continue to evolve to provide more compelling and interactive learning opportunities. Coaching has traditionally been face‐to‐face or by email. By combining the new technologies with coaching, learning developers now have the opportunity to develop an asynchronous, online, nonhuman coaching system, or e‐coaching system. An e‐coaching system can alleviate much of the coaching labor while making it more conducive to the coachee. 相似文献
12.
Bettina Callary Penny Werthner Pierre Trudel 《International Journal of Lifelong Education》2013,32(2):209-229
There are few empirical studies that demonstrate how values are developed and how they are linked to coaching actions. There can be a discrepancy between the statement of coaches’ values and their actual coaching actions. In order to examine how coaching actions are influenced by values that are developed over a lifetime, the purpose of this article is to first describe a female hockey coach’s approach to coaching using five key coaching actions, then identify the underlying values that influenced those actions, and then explore how these values were developed in different experiences throughout her life. A time-oriented network analysis was conducted based on four semi-structured, in-depth interviews with the coach. The results present five key coaching actions: (a) organizing coach education programmes for athletes, (b) creating groups to help athletes bond, (c) bringing in experts from various domains, (d) asking athletes to reflect on attitudes and goals, and (e) giving athletes playing time based on hard work and effort. We identify the core values guiding these actions as: (a) equity, (b) connectedness, (c) holistic development, (d) respect, and (e) effort. Finally, we present a number of the coach’s experiences that demonstrate the complexity of developing these values throughout her life. The importance of reflecting on and discussing coaching actions, experiences, and the underlying learned values may help coaches develop coaching actions that are guided more explicitly by those values. 相似文献
13.
Eleanore Hargreaves 《Mentoring & Tutoring: Partnership in Learning》2013,21(2):107-120
This article examines interview data from 12 mentors/coaches and eight of their clients in order to explore a mentoring and coaching service among UK university staff. Both mentors/coaches and clients were administrative or academic employees of the Institute of Education or affiliated colleges at London University, UK. Their roles related to the administration for, or leadership of, teaching programs as well as educational research and consultancy projects pursued by the institute. The mentors/coaches in this service aimed to construct or co‐construct knowledge with their clients rather than to transmit advice to them. The author explores the learning of mentors/coaches and clients, conceptualizing their “co‐construction” of knowledge as either collaborative construction or as participation. She examines the link between the construction of knowledge and personal relationship, considering the personal relationship both of mentor/coach with clients, and among mentors/coaches themselves. Additionally, the author draws on the divide between functional and personal. She concludes by considering implications from the findings about mentoring and coaching. Emphasized is their potential to play a subversive role within the established functional systems of an institution, if mentoring and coaching prioritize personal relationship. 相似文献
14.
Effective coaching is a mixture of pedagogy and principles of sciences, e.g., motor skill acquisition, sociology, and physiology, often referred to as the science of coaching. Instinctive or intuitive coaching has often been incorrectly viewed as the art of coaching. More important should be how coaches develop knowledge, how they access that knowledge at the appropriate times and how this affects their decision-making process. The study of expert coaches should allow inferences to be drawn from their development and applied to coach education. This article intends to clarify coaching expertise and examine the role of tacit knowledge within coaching. The lack of a clear development pathway for aspiring expert coaches is a clear indicator that the current coach education system needs review. Any effective education system should be based on knowledge and understanding rather than mimicry and the implications for the future of coach education are considered. 相似文献
15.
Koos Winnips Betty Collis 《British journal of educational technology : journal of the Council for Educational Technology》2004,35(4):443-460
Action learning in a workplace context, focused on projects relating to real business needs, is the basis of the management seminars offered by the BOSNO (in Dutch, ‘BedrijfsOpleiding voor Samenwerkende Nederlandse Ondernemingen’[Company training for Dutch companies working in cooperation with each other]) consortium in The Netherlands. In the seminars, managers from participating companies work in teams on multiple‐step problem analysis and solution strategies, supported by workplace coaches. The teams also interact with each other so that peer learning is stimulated. To extend the BOSNO management seminar model in both depth and flexibility, a new approach called e‐BOSNO was designed in which a web‐based learning support environment played a critical role. This paper describes the e‐BOSNO design process and gives results from the first cycle of e‐BOSNO. The results showed the participants to be much more active and interactive than in previous e‐BOSNO seminars, even though there were fewer face‐to‐face meetings. Workplace‐oriented learning occurred and was shared in a way which makes it available for reuse in subsequent e‐BOSNO seminars. 相似文献
16.
The career coaching profession is a dynamic field that has grown over the last decade. However, there exists a limitation to this field's development, as there is no universally accepted definition or empirically based competencies. There were three phases to the study. In the first phase, a conceptual model was developed that highlights four unique and distinct domains of the career coach. The model illuminates the triadic relationship between the client, the organization, and the coach. The second phase established a definition for career coaching, and the third phase involved using both the definition and conceptual model to create a list of skills and abilities, which was used to design a survey that was administered to 424 career coaches internationally. Through the use of factor analysis, an eight‐factor competency model emerged. Finally, it is hoped that these findings will lead to a vigorous academic and professional debate for the development of a universal, empirically based career coaching competency model. 相似文献
17.
Cultural awareness training that emphasizes communication delivers only a partial solution to the challenges that intercultural work teams face. Improving collaboration requires a strong foundation of performance management before a work team can determine how they will cooperate to perform to excellence. Against the backdrop of the authors' experiences, the program Collaboration.Excellence offers a three‐phase approach that performance improvement professionals can take to build effective intercultural work teams. 相似文献
18.
Anton Havnes 《Teachers and Teaching》2013,19(1):155-176
A diverse range of social structures, for instance teacher teams, professional communities and teacher learning communities, are established to advance collaboration among teachers. In Norway, Interdisciplinary Teacher Teams (ITTs) have become a common way of organising teachers in schools, recommended in a national curriculum reform in 1997. This study explores the internal structure, social meaning and potential resources for learning and development inherent in the planning and coordination of work in ITT meetings. Most studies of teacher teams as well as teacher learning communities are based on teachers’ experiences, expressed in interviews or surveys. The focus of this study is not on what teachers say about teams, but on what teachers say in teams. While most studies have addressed within‐department, subject‐specific teams, this study focuses on interdisciplinary teams. Team‐talk in two ITTs in two different lower secondary schools in Norway has been videotaped and analysed. Four patterns of interaction have been identified – preserving individualism: renegotiating individual autonomy and personal responsibility; coordination: assuring the social organisation of work; cooperation: creating a shared object or enterprise; and sharing: clarifying pedagogical motives. The study illustrates patterns in team‐talk, conceptualises the processes of decision‐making that take place in these ITTs and identifies resources for learning and development inherent in certain forms of interaction. The study contributes to the research literature by both focusing on the details of the interaction in team meetings and analysing the dynamics of the group interaction in the perspective of the situatedness and the object‐orientation of team‐talk. 相似文献
19.
Chad Seifried 《Quest (Human Kinetics)》2013,65(3):370-386
Confusion, uncertainty, and debate often surround the terms discipline and punishment because scholars fail to publicize that they possess distinctive meanings. This article differentiates punishment from discipline and attempts to present some rationale supporting its use, especially corporal punishment, in a sport setting from a coaching perspective. Punishment and discipline appear appropriate to study in the sporting environment because coaches must work with their players and actions affecting one player often impact the others. Thus, a wrongful behavior committed by one frequently extends consequences on teammates. Overall, this work proposes that punishment serves as an effective treatment when a coach intends to instruct, train, drill, and cultivate behavior and learning from those mentally capable of appreciating its objective. Punishment arguably appears most appropriate when a coach believes there is no other alternative for censuring and deterring behaviors and restoring the balance between victims, offenders, and the team or organization. It also appears to be an appropriate method to help perpetrators alleviate a sense of guilt or shame because punishment motivates offenders to demonstrate their repentance, a requirement for reentering society as a whole person in the eyes of others and oneself. Support for punishment also focuses on its unique ability to maintain or create order and stability, while also satiating negative feelings associated with victimization. Finally, this work argues we must recognize conventional punishment is age appropriate and proportional to the violation. Overall, punishment is acceptable because when properly measured, it supports the intrinsic worth of people as moral agents. 相似文献
20.
《Journal of Teaching in Social Work》2013,33(3-4):217-234
Abstract Problem-based learning has been described for use in medical education and is thought to be a superior approach to traditional didactic methods. We describe the use of PBL as an innovative approach to the education and training of social workers on an interdisciplinary health care team. An actual PBL case is described, and a discussion of the advantages and disadvantages to this approach is presented. The use of PBL on interdisciplinary teams helps educate social workers to work effectively on teams, and educates other professionals about the social work role and how to utilize social work services effectively. 相似文献