TUTORIAL CHAPTER 10

According to George and Jones, 2001, schemas are the familiar cognitive concepts and
beliefs that govern how we approach our lives and work environment. Schemas help us
develop familiar patterns that aid us in interpreting what is happening to make sense of our
work. Schemas also help organizational members organize not only the work itself but also
how that work relates to other schemas they have developed about the organization, co-
workers, the physical environment and more.

There are three stages of transitions through which people respond to change which are,
endings, neutral zone, and new beginnings. The endings refers to all transitions begin with
endings can prompt confusion and fear letting go of relationships and familiar places prompt
people to rethink who they have been and the meaning that their work has for them
personally (good or bad), experiences of loss, and people naturally “grieve” during this
process, shock and denial when confronted with change. Secondly, neutral zone refers to
can be frustrating and confusing to recognize that a change is taking place. People can feel
bombarded and overwhelmed by new information. It can feel uncomfortable and risky to try
new things without the knowledge. Thirdly, new beginning refers to Occur with stops and
starts as people transition to new ways. Disappointment may set in if the new beginning is
not all that it was anticipated to be. Gradually, the new beginning may itself become as
familiar and comfortable as the old way.

There are four approaches to individual intervention such as coaching, mentoring, 360
feedback and career planning and development. The first one is coaching. Coaching is
referred as an integral part of the OD practitioner role. One-on-one intervention in which an
individual works to improve a specific personal, interpersonal, or skill area, or to take actions
to reach a desired future goal, working with a facilitator on the process of personal change.
Coaching is done for different purposes, and coaches develop different roles and techniques
depending on the client. A coach may be a sounding board, asking questions and directing
conversations through a process whereby the individual can learn to self-assess and work
through thought processes and obstacles. There are four (4) different types of common
coaching practices in organizations: leadership development coaching, performance
coaching, career coaching, and executive coaching. Leadership development coaching more
focused on high potential or succession plan candidates. Performance coaching is focused
on individual employees who are underperforming. Career coaching is helping explore
career or job options, change jobs or retire. Executive coaching is for the organizations
highest level leaders.
Secondly, mentoring. Mentoring is referred as growing in popularity in organizations (often
where there are a significant number of older workers who are retiring and taking with them
their institutional knowledge and experience). A mentor is a counselor, adviser, and teacher
who usually works in a one-on-one relationship with a protégé. The mentor may demonstrate
how a task is accomplished or provide an example, watch the performer complete the task
(or assess completed work), and then provide feedback or an assessment on how it was
done. Mentoring programs can be shorten learning tracks, speed up managerial
advancement, and build the next generation of leaders”. Mentoring tends to involve a
stronger focus on the skill development of the learner than does coaching. Unlike a coach,
the mentor may provide explicit advice or direction rather than wait for the mentee to find the
answer through self-discovery.

Thirdly, 360 feedback. 360 feedback is a multisource, or 360, feedback systems are
methods by which individuals can receive feedback from a wide range of people with whom
they work. A powerful source for personal reflection and change, and increasingly popular in
the 1990s.
Feedback data are generally collected via questionnaires, one-on-one interviews are also a
common method for soliciting feedback. Most systems are anonymous. Generally used for
individual development. The topic for the feedback itself can vary widely among different
methods and can range from feedback solicited about personal attributes, interpersonal
skills, and job performance.

Fourthly, career planning and development. In the current environment of organizational

restructuring, mergers and acquisitions, outsourcing, and downsizing, the concept of a
career has changed. The concept of a career identity has changed from moving up to a
management level, to individuals wanting to balance work and family or resist frequent
relocation for work. Many organizations have developed career development systems
internally such as to retain and motivate employees, to develop employees internally,
promote from within the organizations and provide opportunities for upward mobility. The
concept originated from organizations’ interests in balancing what employees want for career
growth and personal development and what the organization needs given its strategic
objectives.