A framework for team coaching: using self‐discrepancy theory

Abstract

Purpose

The purpose of this paper is to provide a framework for project managers and team coaches to help them coach their team.

Design/methodology/approach

A team is provided with a measurement of actual experience of teamwork juxtaposed with its ideal experience of teamwork.

Findings

The paper finds that self‐discrepancy theory helps us explain that this triggers self‐directed learning in the team.

Research limitations/implications

A more comprehensive picture of team learning that takes into account non‐measurable dimensions of interaction might be of value in a framework for team coaching.

Practical implications

Using such a framework, a team leader can help team members to develop both their individual and team skills. This would create far more knowledgeable and skilled individuals who can contribute to an organization within their sphere of influence.

Originality/value

This paper extends current methods of coaching and offers practical help to team coaches.

Citation

Rezania, D. (2008), "A framework for team coaching: using self‐discrepancy theory", Development and Learning in Organizations, Vol. 22 No. 5, pp. 12-13. https://doi.org/10.1108/14777280810896390