Applied Coaching Research Journal Research Journal 3 | Page 28

APPLIED COACHING RESEARCH JOURNAL 2019, Vol. 3
The aim was to use this tool to capture examples from the discussions at each CoP and also to monitor
activity between coaches on Hive – an online workspace designed for the coaching community. Over
time, we were also interested in mapping our observations against the Value Creation Framework
(Wenger, Trayner and de Laat, 2011) to demonstrate the impact and value of the CoP on staff within
The Albion Foundation.
The Value Creation Framework was designed to explore the value created through participation in the
CoP across five cycles. It was anticipated that individuals would not necessarily move linearly through
the cycles or cover all five levels. Examples of potential indicators for each value cycle linked to the
CoP are presented in Figure 2.
Immediate
value
Potential
value
•
• Coaches enjoy themselves and are motivated to learn.
Coaches are exposed to other coaches' practices and beliefs.
•
• Coaches develop new relationships and connections.
Coaches learn new tools/strategies to apply in their coaching
practice.
Coaches recognise that learning could be applied in other settings.
•
•
Applied
value
Realised
value
Reframing
value
•
•
•
•
•
 oaches implement new strategies in their practice or modify
C
existing ones.
Coaches have an increased capacity to learn and engage in deeper
discussions with others.
 oaches notice changes in their ability to interact and connect with
C
their participants.
Coaches notice the benefits of their learning outside of coaching.
 oaches continue to engage and work with other coaches to
C
reflect, plan and prepare for their coaching sessions.
Coaches reframe their values/goals linked to learning.
Figure 2: Value Creation Framework (Wenger et al., 2011) and CoP example indicators
28