Contents -- Acknowledgements -- How to use this book -- Note -- Part One How coaching and mentoring support reflective learning -- 01 The revised situational framework -- Ownership (from right to left) -- Learning outcome (from bottom to top) -- The four quadrants -- Performance -- Engagement -- Developmental approach -- Systemic approach -- The prevailing discourse -- The power horizon -- Chapter summary -- 02 Learning theories for coaching and mentoring -- Deep and surface learning -- Single and double loop learning -- Emotion in learning -- Immunity to change and defensive reasoning -- Psychological principles of learning -- Learning and the body -- Learning as a social activity -- Learner ownership and autonomy -- Individual learning and the organization -- Chapter summary -- Note -- 03 Reflective dialogue and learning -- Stages of learning -- Reflection and reflective dialogue -- Chapter summary -- Notes -- Part Two What is the difference between coaching and mentoring? -- 04 What is mentoring? -- Performance mentoring -- Engagement mentoring -- Developmental mentoring -- Barriers, obstacles and myths in mentoring -- Chapter summary -- Note -- 05 What is coaching? -- Performance coaching -- Engagement coaching -- Developmental coaching -- The systemic quadrant -- Transcultural issues in coaching -- Chapter summary -- 06 Mentoring models -- Chapter summary -- 07 Coaching models -- Performance and engagement coaching models -- An engagement model -- Developmental models -- Chapter summary -- Note -- Part Three Coaching or mentoring in each quadrant -- 08 Performance -- Skills in the performance quadrant -- Receiving performance coaching or mentoring - what can help? -- Programmes in the performance quadrant -- Chapter summary -- 09 Engagement -- Skills in the engagement quadrant -- Engagement programmes -- Chapter summary -- 10 Development.

Skills in the developmental quadrant -- Coach or mentor presence -- Coach or mentor congruence -- Listening -- Restatement of client's story -- Managing emotion -- Socratic questioning -- Feedback -- Conflict, challenge and confrontation -- Immediacy -- Reviewing the learning -- Development of coaches and mentors and supporting them -- Chapter summary -- 11 The systemic quadrant -- The social life of organizations -- Relationships at work -- Team coaching -- Chapter summary -- Note -- Part Four The reflective practitioner: accreditation, ethics, diversity and supervision -- 12 Accreditation, ethics and diversity -- Accreditation -- Ethics -- Diversity -- Chapter summary -- 13 Why supervision? Theory, sources and models -- What is supervision? -- Models of supervision -- Group supervision -- Chapter summary -- 14 Conclusion -- Appendix 1 -- Development plan for coaching client -- Coaching review -- Personal action plan for clients -- Coaching record -- Appendix 2 -- Sample mentoring agreement -- Mentoring review -- Appendix 3 -- Appendix 4 -- An extract from a mentor manual provided for a corporate programme in the retail industry -- Appendix 5 -- Appendix 6 -- Questionnaire for coaching clients -- Learning outcome questionnaire for coaching or mentoring clients -- Quality assurance questionnaire for coaching clients -- Coaching evaluation form -- References -- Index.