Abstract

Lecture was the most prevalent teaching style in the colleges and universities we attended. Hired as a lecturer by a local university, the lead author choose to approach teaching based on two principles: first to teach the way she preferred to learn, which is in groups, and second to be both a teacher and a fellow learner.Ten adult practitioners were enrolled in the graduate course Iisted as “The Trainer/Manager as Coach.” This article includes their experiences along with those of the instructor / facilitator.Critical thinking and critical self-reflection are ways to help participants explore assumptions about coaching and particularly about their roles as coaches in the workplace. Critical thinking is a means of examining assumptions by identifying patterns in ourselves and in others-patterns that influence our thinking and subsequent actions. Critical self-reflection is “challenging the vaIidity of presuppositions in prior learning” (Mezirow, 1990, p. 14). Our purpose together was to develop critical thinking skills and practice critical self-reflection as they related to coaching within our practices.Participants used time between class sessions for integration of learning and self-reflection on their own assumptive worlds. Students participated in electronic dialogue and in action research. The online dialogue provided opportunities to share experiences from our places of work. It further served as a collaborative means for building a knowledge base from onIine discussion of coaching literature.Action research is a means of studying one’s practice for the purpose of improvement. Students applied an action research model to a workplace problem that involved them in the role of coach.The results were transformational for all co-Iearners. Changes took pIace in our approaches to coaching. Changes in the focus of coaching, from focusing on the coach to focusing on the learner, are prevalent.