Coaching in the work of information professionals
Careers, leadership and information services
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In times of uncertainty and chaos, in which individuals are increasingly involved and driven by external conditions of power, competition, stress, fragmentation, lack of time and a real sense of what actually characterises their professional choices, being aware of and responsible for their decisions and choices, in order to transmute this evidence, becomes crucial. Unlike the forms of command and control imposed and sustained by the Taylorist-Fordist model, which are still practised in many organisations in the 21st century, coaching is a personal, conscious decision by the individual for an ...
In times of uncertainty and chaos, in which individuals are increasingly involved and driven by external conditions of power, competition, stress, fragmentation, lack of time and a real sense of what actually characterises their professional choices, being aware of and responsible for their decisions and choices, in order to transmute this evidence, becomes crucial. Unlike the forms of command and control imposed and sustained by the Taylorist-Fordist model, which are still practised in many organisations in the 21st century, coaching is a personal, conscious decision by the individual for an organisation to set goals and objectives for improvement, learning and development, even though it can be intended in the opposite way, from the organisation to the individual, with similar and aggregating interests, in the search for better working conditions and personal satisfaction. The mission of the Information Professional in the new era should no longer be conceived as that of 'guardian of knowledge', since what is expected of these professionals today is that they be agents of change.
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