How to coach your team: release its potential and hit peak performance

Abstract

there is an acceptance that there are no “right” answers out there – only good ideas and possibilities. It assumes that very little can be predicted in advance and involves a balancing of tensions between freedom and order and between action and reflection (Kenny 1999), or what Cooper (1976) called “the wavering balance between structure and process”. From a sociological viewpoint, the author has clearly identified much of the paradoxical nature of the learning organisation concept and emerges with conclusions very close to those of Vince (2018) and Vince and Pedler (2018) and this is a most welcome outcome, which is undoubtedly more reflective of the lived reality of life in organisations – even those which aim to become learning organisations.