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To What Extent Is Culture Change Possible Through Coaching and Mentoring?

To What Extent Is Culture Change Possible Through Coaching and Mentoring?
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Author(s): Robert Garvey (The Lio Partnership, UK)
Copyright: 2019
Pages: 29
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.ch006

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Abstract

The Human Resource (HR) world has adopted both coaching and mentoring activity as important parts of its learning and development and change strategy. Both mentoring and coaching have been employed within organizations for individuals for various purposes. There is a logic for the idea of creating a “coaching culture” or perhaps a “mentoring organization.” However, the concept of culture is as elusive and varied as coaching and mentoring! One use has been attempts at the complexities of culture change, but this is part of a managerialist discourse where simplification of complexity is a norm. Much coaching and mentoring literature focuses on individuals and only on the organization by implication, and while many claim that coaching and mentoring do enable change across organizations, this is ambiguous. Therefore, this chapter explores the issues surrounding the question, To what extent is culture change possible through coaching and mentoring?

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