What is the difference between education and training? One of the question asked in the interview. If some elaborate on it and thereafter, I will give my reply given. Bharat
From India, Valsad
66From India, Valsad
Hi Barat !
This artile might give u some information but on Coaching. Check if this will help you
Coaching
Introduction
Coaching is essentially a conversation, a dialogue between facilitator and the individual/ group within a productive, result-oriented context. This is more about asking the right questions than providing answers. It is collaborative alliance to help the individual /group establish and clarify purpose and goals and to develop a plan of action to achieve the goals. Its about change and transformation.
It is a specific, need based, time bound, meaningful and measurable.
Coaching As a Learning Tool
Over the past several years, coaching has emerged as a powerful new model for leadership and management. Because coaching is a time- and cost-effective way to support the learning process, it also can be an ideal tool for managers wishing to build a participative learning culture. There are four different models of coaching and illustrates how each facilitates organizational learning.
Four Models of Coaching
Writers such as Timothy Gallwey and John Whitmore define coaching as helping others unlock their potential and improve performance. Coaching differs from traditional management approaches in that it focuses less on telling employees how to complete a task and more on asking them good questions to lead them to discover their own answers. Coaching contrasts with conventional leadership methods in that it centers more on the follower than on the leader. In effect, it turns traditional models of leadership and management upside down.
Several types of coaching are effective in business settings; however, some are more useful than others in promoting organizational learning.
Expert Coaching
An expert coach focuses on delivering knowledge and information accurately and articulately. Classroom training centered on a dynamic presentation or lecture is an example of expert coaching. Though expert coaching represents a quick way to introduce beginners to content-rich subjects, it does not create deep learning. A leader can use expert coaching to impart a large amount of information to employees at an intellectual level, but this technique does not give learners an opportunity to explore the subject in depth. They may walk away thinking they "get it," when in actuality they have only a surface-level understanding of the topic. The danger is that they may not be motivated to develop further mastery of the subject, and therefore may not change their behavior and performance.
Facilitator Coaching
Facilitator coaching involves helping teams and individuals manage processes—such as meetings—more effectively. An outside consultant helping a team manage the process of developing a vision might serve as a facilitator coach. Using this approach, a coach can also help groups learn to question their mental models and to develop team-learning capacity. If coaches have predetermined outcomes they want coachees to reach, however, the coachees may feel manipulated.
Mentor Coaching
Mentor coaching is highly valued in today's business environment. A mentor trains, develops, and promotes a learner who, in return, works on the mentor's projects. The mentee learns and grows, gaining valuable experience, while the mentor's projects move ahead. However, mentor coaching often reaches a limit when the coachee develops to the level where she is ready and eager to pursue her own commitments. At that point, the relationship may end, with a loss of the junior employee's contribution to the project and of the mentor's ongoing guidance.
Generative Coaching
Generative coaching fosters a relatively rare and special relationship between coach and coachee. It requires a coach to act as a "steward" in service of the coachees goals, completely independent of the coach's immediate interests and projects. For example, a generative coach would encourage a coachee to grow and pursue his own vision rather than let him remain in a company that is a poor fit. Generative coaching focuses on developing the employee's creative abilities; its strength lies in giving individuals the tools to initiate and implement organizational agendas that are not mere extensions of the status quo. This approach also provides a powerful model for developing an individual's or team's vision; however, its effectiveness diminishes when someone has the "right" answer to the problem or issue.
Conclusion
Expert and facilitative coaching can be low-cost, time-effective methods of promoting organizational learning. However, for long-term change, mentor and generative coaching provide more effective tools for creating an organizational culture in which learning forms the basis for work and relationships.
Let us get ourselves coached by our in-house experts to achieve success.
From India, Wardha
This artile might give u some information but on Coaching. Check if this will help you
Coaching
Introduction
Coaching is essentially a conversation, a dialogue between facilitator and the individual/ group within a productive, result-oriented context. This is more about asking the right questions than providing answers. It is collaborative alliance to help the individual /group establish and clarify purpose and goals and to develop a plan of action to achieve the goals. Its about change and transformation.
It is a specific, need based, time bound, meaningful and measurable.
Coaching As a Learning Tool
Over the past several years, coaching has emerged as a powerful new model for leadership and management. Because coaching is a time- and cost-effective way to support the learning process, it also can be an ideal tool for managers wishing to build a participative learning culture. There are four different models of coaching and illustrates how each facilitates organizational learning.
Four Models of Coaching
Writers such as Timothy Gallwey and John Whitmore define coaching as helping others unlock their potential and improve performance. Coaching differs from traditional management approaches in that it focuses less on telling employees how to complete a task and more on asking them good questions to lead them to discover their own answers. Coaching contrasts with conventional leadership methods in that it centers more on the follower than on the leader. In effect, it turns traditional models of leadership and management upside down.
Several types of coaching are effective in business settings; however, some are more useful than others in promoting organizational learning.
Expert Coaching
An expert coach focuses on delivering knowledge and information accurately and articulately. Classroom training centered on a dynamic presentation or lecture is an example of expert coaching. Though expert coaching represents a quick way to introduce beginners to content-rich subjects, it does not create deep learning. A leader can use expert coaching to impart a large amount of information to employees at an intellectual level, but this technique does not give learners an opportunity to explore the subject in depth. They may walk away thinking they "get it," when in actuality they have only a surface-level understanding of the topic. The danger is that they may not be motivated to develop further mastery of the subject, and therefore may not change their behavior and performance.
Facilitator Coaching
Facilitator coaching involves helping teams and individuals manage processes—such as meetings—more effectively. An outside consultant helping a team manage the process of developing a vision might serve as a facilitator coach. Using this approach, a coach can also help groups learn to question their mental models and to develop team-learning capacity. If coaches have predetermined outcomes they want coachees to reach, however, the coachees may feel manipulated.
Mentor Coaching
Mentor coaching is highly valued in today's business environment. A mentor trains, develops, and promotes a learner who, in return, works on the mentor's projects. The mentee learns and grows, gaining valuable experience, while the mentor's projects move ahead. However, mentor coaching often reaches a limit when the coachee develops to the level where she is ready and eager to pursue her own commitments. At that point, the relationship may end, with a loss of the junior employee's contribution to the project and of the mentor's ongoing guidance.
Generative Coaching
Generative coaching fosters a relatively rare and special relationship between coach and coachee. It requires a coach to act as a "steward" in service of the coachees goals, completely independent of the coach's immediate interests and projects. For example, a generative coach would encourage a coachee to grow and pursue his own vision rather than let him remain in a company that is a poor fit. Generative coaching focuses on developing the employee's creative abilities; its strength lies in giving individuals the tools to initiate and implement organizational agendas that are not mere extensions of the status quo. This approach also provides a powerful model for developing an individual's or team's vision; however, its effectiveness diminishes when someone has the "right" answer to the problem or issue.
Conclusion
Expert and facilitative coaching can be low-cost, time-effective methods of promoting organizational learning. However, for long-term change, mentor and generative coaching provide more effective tools for creating an organizational culture in which learning forms the basis for work and relationships.
Let us get ourselves coached by our in-house experts to achieve success.
From India, Wardha
Hi
Education could be awareness, get basic information, get to know about some thing. It may or may not be in a ready to use / apply form
But Training very specifically refers to creating knowledge about some thing with a clearly defined goal or objective. having defined the end results, it is expected to bridge the gaps if any in their knowledge, or help them acquire new knowledge based on their current skills / knowledge
Regards,
From India, Madras
Education could be awareness, get basic information, get to know about some thing. It may or may not be in a ready to use / apply form
But Training very specifically refers to creating knowledge about some thing with a clearly defined goal or objective. having defined the end results, it is expected to bridge the gaps if any in their knowledge, or help them acquire new knowledge based on their current skills / knowledge
Regards,
From India, Madras
the basic know how of some thing or we can say class room lecture is education and it is of general nature. it is broader term.
on the other hand training is hands on experience and particular in nature. it is related to some specif purpose or field.
From Pakistan, Lahore
on the other hand training is hands on experience and particular in nature. it is related to some specif purpose or field.
From Pakistan, Lahore
Education must be differentiated from training ... because the two are so often blended. In essence, training involves the perfecting of a person’s mind so that it can be used for the purposes of someone other than that person.
Training thus typically has in mind a revolutionary divorce between knowledge and the self. Here knowledge is usually defined as a set of skills or a body of information designed to be put to use, to become operational, only in a context determined by someone other than the trained person; in this context the assertion of self is not only counterproductive, it is subversive to the enterprise.
"Education is the exact opposite of training in that it entails not the disassociation but the utter integration of knowledge and the self, in a word, self-knowledge. Here knowledge is defined by and, in turn, helps to define, the self. Knowledge and the knowledgeable person are basically inseparable."
So education is about learning for oneself, and training is about learning for the sake of someone else.
From Pakistan, Islamabad
Training thus typically has in mind a revolutionary divorce between knowledge and the self. Here knowledge is usually defined as a set of skills or a body of information designed to be put to use, to become operational, only in a context determined by someone other than the trained person; in this context the assertion of self is not only counterproductive, it is subversive to the enterprise.
"Education is the exact opposite of training in that it entails not the disassociation but the utter integration of knowledge and the self, in a word, self-knowledge. Here knowledge is defined by and, in turn, helps to define, the self. Knowledge and the knowledgeable person are basically inseparable."
So education is about learning for oneself, and training is about learning for the sake of someone else.
From Pakistan, Islamabad
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