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Article
Publication date: 1 March 1992

Keri Phillips

When a training team moves towards consultancy then the pressurespulling it apart often increase, just when it needs to be at its mostcohesive. Explores this dynamic, considering…

143

Abstract

When a training team moves towards consultancy then the pressures pulling it apart often increase, just when it needs to be at its most cohesive. Explores this dynamic, considering both the “hard” and “soft” issues. Pays particular attention to the role of team building and the establishment of a secure professional home base from which to influence the organization. A concluding appendix itemizes a number of important business questions requiring consideration by any internal consulting team.

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Journal of European Industrial Training, vol. 16 no. 3
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 May 1993

Keri Phillips

Self‐development is rapidly becoming established as a major vehiclefor individual and organizational change. It reflects the trend towardsflatter structures, increased personal…

632

Abstract

Self‐development is rapidly becoming established as a major vehicle for individual and organizational change. It reflects the trend towards flatter structures, increased personal and local responsibility and responsiveness to customer needs. Examines the challenge presented by self‐development and the type of culture in which it is likely to thrive. Outlines a specific plan for implementing self‐development.

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Journal of European Industrial Training, vol. 17 no. 5
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 May 1977

KERI PHILLIPS

The main purpose of this article is to provide a description of the current design of the problem‐solving and decision‐making course which I have been running for my department's…

54

Abstract

The main purpose of this article is to provide a description of the current design of the problem‐solving and decision‐making course which I have been running for my department's training branch. However, I also want to give a brief outline of how the course developed over the period of a year and a half. This description of the past will make the present more comprehensible and it will provide the basis for some of the conclusions I shall be drawing at the end of the article.

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Industrial and Commercial Training, vol. 9 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 May 1980

TONY FRASER and KERI PHILLIPS

In the article ‘Approaches to Social Skills Training’ we outlined three levels at which social skills training can be conducted in terms of learning by Thinking, Doing and…

224

Abstract

In the article ‘Approaches to Social Skills Training’ we outlined three levels at which social skills training can be conducted in terms of learning by Thinking, Doing and Feeling. We pointed out that often trainers concentrate on learning in one or two of these areas rather than mixing the approaches and integrating them in one learning process. We summarised some of the ingredients and consequences of these three approaches and presented a broad spectrum of training styles from which the social skills trainer can select. Finally we pointed out the need to distinguish between training and therapy at one end of the spectrum, and suggested how the trainer could establish a clear boundary. In this article we examine feedback in detail as one aspect of social skills training and we explore the range of choices the trainer has in this area.

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Industrial and Commercial Training, vol. 12 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 June 1980

TONY FRASER and KERI PHILLIPS

The first article in this series outlined a range of options which the social skills trainer has when deciding how to design and run his training programmes. We also emphasised…

71

Abstract

The first article in this series outlined a range of options which the social skills trainer has when deciding how to design and run his training programmes. We also emphasised that there was no need for the trainer to attach himself too rigidly to one approach and that during a single training event he could give his course members the opportunity to learn through ‘thinking’, ‘doing’ and ‘feeling’. The second article concentrated on the crucial nature of feedback in social skills training, exploring different types of feedback and looking at the different ways in which it could be given. This third and final article describes the skills which the trainer needs to acquire and develop, and looks at the responsibilities he is likely to have. The points we make apply particularly to the types of courses which are based largely on a ‘feelings’ approach and which in broad terms are concerned to examine the nature of the relationships between the course members. However, we believe that the article will be of interest to anybody who has an interest in social skills training.

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Industrial and Commercial Training, vol. 12 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 April 1980

TONY FRASER and KERI PHILLIPS

This is the first of three articles which describe some ideas which have been developed by us during the years in which we have been engaged in social skills training. By social…

184

Abstract

This is the first of three articles which describe some ideas which have been developed by us during the years in which we have been engaged in social skills training. By social skills training we mean, ‘Any form of training which is designed to help people understand themselves, learn about how others see them, and make choices about their behaviour’. It therefore covers a variety of activities where, for example, trainees might engage in role play interviews, building toy brick towers whilst others analysed their behaviour, or exploring their relationships with one another in a group. The three topics covered by these articles are firstly the spectrum of approaches to social skills training, secondly, the management of feedback and finally the qualities required of the social skills trainer.

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Industrial and Commercial Training, vol. 12 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 28 September 2010

Penny Mavor, Eugene Sadler‐Smith and David E. Gray

The purpose of this paper is to examine conceptual and theoretical links between intuition and coaching; investigate accomplished coaches' practical experiences of intuition;…

2476

Abstract

Purpose

The purpose of this paper is to examine conceptual and theoretical links between intuition and coaching; investigate accomplished coaches' practical experiences of intuition; identify skill set of an intuitive coach; discuss implications of findings for coaches', HRD professionals', and line managers' learning and development.

Design/methodology/approach

In‐depth, semi‐structured, individual interviews with 14 accomplished experienced executive coaches (eight males and six females) averaging 14.5 years as a coach.

Findings

Outline of core attributes of an intuitive coach.

Originality/value

Immersion in experience, a reflective approach to practice, effective feedback and supervision, and attending to personal well‐being are likely to enable coaches, HRD practitioners and line managers to take a more informed and intelligent approach to “going with their gut” in coaching and other situations where inter‐ and intra‐personal awareness are important.

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Journal of European Industrial Training, vol. 34 no. 8/9
Type: Research Article
ISSN: 0309-0590

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Book part
Publication date: 27 August 2013

Ted Baker, Timothy G. Pollock and Harry J. Sapienza

In this study we examine how resource-constrained organizations can maneuver for competitive advantage in highly institutionalized fields. Unlike studies of institutional…

Abstract

In this study we examine how resource-constrained organizations can maneuver for competitive advantage in highly institutionalized fields. Unlike studies of institutional entrepreneurship, we investigate competitive maneuvering by an organization that is unable to alter either the regulative or normative institutions that characterize its field. Using the “Moneyball” phenomenon and recent changes in Major League Baseball as the basis for an intensive case study of entrepreneurial actions taken by the Oakland A’s, we found that the A’s were able to maneuver for advantage by using bricolage and refusing to enact baseball’s cognitive institutions, and that they continued succeeding despite ongoing resource constraints and rapid copying of their actions by other teams. These results contribute to our understanding of competitive maneuvering and change in institutionalized fields. Our findings expand the positioning of bricolage beyond its prior characterization as a tool used primarily by peripheral organizations in less institutionalized fields; our study suggests that bricolage may aid resource constrained participants (including the majority of entrepreneurial firms) to survive in a wider range of circumstances than previously believed.

Details

Entrepreneurial Resourcefulness: Competing With Constraints
Type: Book
ISBN: 978-1-78190-018-5

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Book part
Publication date: 26 June 2006

Joseph P. Broschak and Keri M. Niehans

We explore factors that influence the circulation of client–service firm relationships between firms in the same market for professional services. Circulation refers to the…

Abstract

We explore factors that influence the circulation of client–service firm relationships between firms in the same market for professional services. Circulation refers to the dissolution of a client–service firm market tie and the formation of a new tie involving the same client but a new professional service firm. Building on research in social embeddedness and the structure of markets, we argue that the circulation of client–service firm relationships is affected by three social signals: the mobility of exchange managers between professional service firms, the size and market strategy of professional service firms, and the similarity of new service firms to clients’ previous exchange partners. Using data on advertising agency–client market ties, we find that client ties are more likely to circulate to large agencies, agencies with many market ties, and to agencies that are similar to a client's previous advertising agency. The circulation of client ties is also more likely when new agencies hire exchange managers from a client's previous agency. This effect is stronger when exchange managers circulate to agencies of equal or higher status as their previous employer. We discuss the implications of our findings for social embeddedness research and for the study of professional service firms.

Details

Professional Service Firms
Type: Book
ISBN: 978-0-76231-302-0

Available. Content available
Book part
Publication date: 16 March 2021

Free Access. Free Access

Abstract

Details

Flapjacks and Feudalism
Type: Book
ISBN: 978-1-80071-389-5

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