Application: Models, Approaches, and Frameworks This assignment is in 2 parts and should be 2 separate documents. Resources must be used and in-text cited Clients

Application: Models, Approaches, and Frameworks

This assignment is in 2 parts and should be 2 separate documents. Resources must be used and in-text cited

Clients and organizational stakeholders may expect you to formally propose and defend the most appropriate model, approach, or framework to use in a coaching assignment. Not only does this require strong presentation skills, but it also requires a thorough understanding of the strengths and limitations of coaching models, approaches, and frameworks as well as situations for which they are most appropriate. As you consider the models, approaches, and frameworks in this week’s resources, you will notice that some of these techniques are strongly rooted in psychological theory, while others are rooted in action research and are more practice-based. Your decision to use one model, approach, or framework over the other will depend on a leader’s characteristics as well as factors and conditions that exist in the organization for which the leader works.

To prepare for this assignment:
1. Review the online chapter, “The Cognitive-Behavioral Approach to Executive Coaching.” Pay particular attention to the assumptions and techniques of the cognitive-behavioral approach, including its strengths and limitations. Consider coaching situations for which the cognitive-behavioral approach might be most effective.
2. Review the online chapter, “Rational-Emotive Behavior Therapy: A Behavioral Change Model for Executive Coaching?” Focus on the basic tenets of the ABCDE model of change, including its strengths and limitations, and the coaching situations for which it would be appropriate.
3. Review the online chapter, “Action Frame Theory as a Practical Framework for the Executive Coaching Process.” Consider the basic components in the Action Frame Theory and think of how you might apply each component when coaching for leadership development. Consider the strengths and limitations of Action Frame Theory, and the situations to which it would be applicable.
4. Review the course text, Four Essential Ways that Coaching Can Executives. Consider the roles that coaches play and think about how each role provides a unique framework for working with clients. Reflect on the strengths and limitations of each framework, as well as the coaching situations for which each framework is most appropriate to use.
5. Select three models, approaches, and/or frameworks to compare in this Application Assignment.
6. Consider the similarities and differences among the models, approaches, and/or frameworks you selected.
7. Think about the strengths and weaknesses of each model, approach, and/or framework you selected as well as the situations to which each is best applied.

***** Part 1 –

The assignment: 2 pages that
1. Compare (similarities and differences) three coaching models, approaches, and/or frameworks. In your comparison, include the strengths and limitations of each and the coaching situation for which each is most appropriate.
2. Explain at least one conclusion you drew or insight gained as a result of your comparison.

**** PART 2

Selecting Coaching Models, Approaches, and Frameworks

For the Application Assignment this week, you compared coaching models, approaches, and frameworks used in coaching for leadership development. You also considered the strengths and limitations of each. Having done this, you now are ready to select and apply a model, approach, or framework to one of the case study clients. For this week’s Discussion, you will do so. Then you will justify your selection to your classmates and defend the model, approach, or framework as if you were “selling” it to the client and organizational stakeholders. Keep in mind that clients and organizational stakeholders will want to know that the model, approach, or framework you chose will produce the desired results.

To prepare for this Discussion:

• Reflect on the coaching models, approaches, and frameworks you compared in your Application Assignment, as well as those covered in this week’s resources.

• Consider the strengths and limitations of the models, approaches, and frameworks and the coaching situations for which they are best suited.

• Review the Course Case Studies, provided in the Introduction area, and choose one client to use in this Discussion.

• Select one coaching model, approach, or framework that you think would best apply to the client you chose.

• Think about how and why the model, approach, or framework you selected would be the most effective choice for the client you will be discussing.

With these thoughts in mind write a 1 page paper that:
1. From the models you reviewed for the Part 1
1. Select one model
2. Select one of the clients from the cases
2. Use the model and the client to explain both how and why the model you chose would be appropriate for the client you selected
3. Explain how and why the model you chose is superior or more effective than the remaining two models that you did not choose -be specific
4. Include at least three (3) academic references in your post.

Reseources:

Case Studies

Ducharme, M. J. (2007). The cognitive-behavioral approach to executive coaching. In R. R. Kilburg, R. C. Diedrich, R. R. Kilburg, R. C. Diedrich (Eds.) , The wisdom of coaching: Essential papers in consulting psychology for a world of change (pp. 157-165). Washington, DC, US: American Psychological Association. doi:10.1037/11570-016

Sherin, J., & Caiger, L. (2007). Rational-emotive behavior therapy: A behavioral change model for executive coaching?. In R. R. Kilburg, R. C. Diedrich, R. R. Kilburg, R. C. Diedrich (Eds.) , The wisdom of coaching: Essential papers in consulting psychology for a world of change (pp. 167-173). Washington, DC, US: American Psychological Association. doi:10.1037/11570-017

Cocivera, T., & Cronshaw, S. (2007). Action frame theory as a practical framework for the executive coaching process. In R. R. Kilburg, R. C. Diedrich, R. R. Kilburg, R. C. Diedrich (Eds.) , The wisdom of coaching: Essential papers in consulting psychology for a world of change (pp. 175-183). Washington, DC, US: American Psychological Association. doi:10.1037/11570-018

Laske, O. E. (2007). An integrated model of developmental coaching. In R. R. Kilburg, R. C. Diedrich, R. R. Kilburg, R. C. Diedrich (Eds.) , The wisdom of coaching: Essential papers in consulting psychology for a world of change (pp. 217-235). Washington, DC, US: American Psychological Association. doi:10.1037/11570-021

Peterson, D. B. (2007). Executive coaching at work: The art of one-on-one change. In R. R. Kilburg, R. C. Diedrich, R. R. Kilburg, R. C. Diedrich (Eds.) , The wisdom of coaching: Essential papers in consulting psychology for a world of change (pp. 123-131). Washington, DC, US: American Psychological Association. doi:10.1037/11570-012

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