Adventure-based coaching refers to a strategy used to offer therapy among peers within an organization by exposing them to practices that create bonds and make them take risks. The approach responds to arising dynamics as a learning experience because it will have a high impact on the group and require active engagement to find a solution. The preferred solution should emphasize relying on a shared group experience. The strategy effectively enhances engagement between members in all organizational hierarchy levels aimed at improving teamwork and engagements between employees and their seniors.
The adventure coaching framework is useful in enhancing communication and conflict resolution among teammates. Exposing a team to a challenging experience that requires all team members to find a solution is essential because it helps participants familiarize themselves with each other. It becomes easy to approach a person who had a previous engagement to discuss an issue or solve existing problems. Furthermore, during the adventure, the teamwork required that participants settle any existing conflicts to achieve the best results. Therefore, the adventure-based framework helps to enhance communication and resolve disputes among employees within an organization.
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The cognitive style includes theories that explain consistent personal differences in the approach that varying people use to process and organize information. Both adaptive and innovative models are examples of cognitive styles characterized by some differences. The innovative style depicts an in-born ability to reframe problems and achieve preferred results. On the contrary, the adaptor's style accepts new ideas and implements them using the existing frameworks (Carnabuci & Diószegi, 2015) . The innovative style depends on network connectivity, while the adaptors style demonstrates a diverse perspective that helps discern novel connections. A conflict resolution coach is likely to use the A-I model to illustrate why people have varying solutions to challenges. The coach must emphasize the need for involved parties to understand each party's working framework to enhance the effectiveness of the process.
References
Carnabuci, G., & Diószegi, B. (2015). Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective. Academy of Management Journal , 58 (3), 881–905. https://doi.org/10.5465/amj.2013.1042
