kathy kramKathy E. Kram, Ph.D., is the Shipley Professor in Management at the Boston University School of Management. Her current work centers on peer coaching, mentoring circles, and developmental networks, as part of her ongoing research on relational learning and the quality of work life. She is a founding member of the Center for Research on Emotional Intelligence in Organizations (CREIO) and served as a visiting scholar and on the Board of Governors at the Center for Creative Leadership. The author of Mentoring at Work and many other publications, she is the 2010 recipient of the Everett C. Hughes Award for Outstanding Career Scholarship from the Academy of Management.

ilene wassermanIlene Wasserman, Ph.D., President of ICW Consulting, has over 30 years of experience in organizational consulting, leadership development, and executive coaching. She helps her clients leverage multiple dimensions of domestic and global diversity by enhancing communication and collaboration. She teaches at the graduate level and speaks at numerous conferences. She is a founding member of Appreciative Inquiry Consulting, a Fellow of the Taos Institute and the Lewin Center, and a Member of NTL. She serves on the Board of the Center for Creative Leadership, the CMM Institute, and the Public Dialogue Consortium.

Kathy Kram and Ilene Wasserman reduce font sizeincrease font size increase font size

Mentoring, Coaching, and Developmental Networks: Creating and Sustaining High Quality Connections at Work
July 22-26, 2013

Today’s dynamic, technology-driven, diverse, and global workplace presents enormous challenges to professional development. Creating high-quality developmental relationships in an often insecure and turbulent environment requires new approaches to mentoring and coaching, both within and outside organizations. This course will trace the evolution of coaching and mentoring from hierarchical, stable intra-organizational relationships to non-hierarchical, shorter-term relationships that transcend organizational boundaries. It will explore the practical implications of this trend and provide tools for individuals and organizations, coaches and organizational consultants to effect positive development in the current context.

The presenters’ collective research and practice point to the value of framing professional development opportunities in terms of “developmental networks”—that set of people enlisted to take an active interest in an individual’s learning and growth over time. Navigating careers in the contemporary context, which may involve numerous workplace and job changes, necessitates building relationships with a variety of people who can offer guidance and who may be of diverse, unfamiliar backgrounds and/or located in geographically distant places.

In this workshop participants will reflect on their own experiences while drawing on research and case studies to explore the challenges and opportunities of coaching, mentoring, and developmental networks. Participants will shape professional strategies and come away with action plans for their work with client systems and their own development.

Overview of Mentoring, Coaching, and Developmental Networks

  • Traditional mentoring contrasted with a developmental network perspective
  • Distinguishing between coaching and mentoring
  • How the context shapes relationships
  • Implications for mentoring, coaching, and developmental networks

A Diversity Perspective on Relationships

  • Implications of a diversity perspective for relationships
  • Influence of gender, race, ethnicity, and cultural identity
  • Gifts and challenges of this approach

From Dysfunctional Relationships to High-Quality Relationships

  • Potential dysfunctions in mentoring and coaching relationships
  • Strategies for addressing these dysfunctions
  • Role playing using participants’ case examples

A Developmental Perspective on Relationships

  • How developmental position shapes relationships
  • Analyzing current and ideal developmental network maps to visualize and achieve positive relationships

Action Planning for Client Systems and Self-Development

  • Lessons learned about mentoring, coaching, and developmental networks
  • Actions that can enhance current relationships and/or initiate new ones with promise
  • Strategies for bringing a developmental network perspective to work with individuals, groups, and organizations of interest

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