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Wrightwood chapel - Mentoring

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   Mentoring
   출처  http://www.mentor1.com/history.htm

   Mentoring Can :
  * Strengthen employee communication skills
  * Support at-risk youth
  * Make corporate diversity a strength
  * Improve cross-gender communication
  * Promote cross-cultural understanding
  * Provide a balance between work and family life
  * Encourage inter-generational dialogue
  * Strengthen family dialoguing skills
  * Promote employee self-reliance and risk-taking

   Mentoring in the Nineties and Beyond
   Origin of Mentoring

 The word "mentor" comes from The Odyssey, by Homer. In this classic epic work
Telemachus, the son  of Odysseus, receives teaching,  coaching, and counseling
from  an  older,  more  experienced  person  named Mentor.  This  defines  the
traditional view  of mentoring  as we  think of  it today:  that is,  an older
person providing knowledge and advice on a one-to-one basis to a younger, less
experienced person,  the protege. In The  Odyssey, Mentor is  portrayed as the
focal point in the relationship and the supplier of mentoring help which flows
to  Telemachus.  The  younger  member  of  the partnership,  the  protege,  is
primarily an empty vessel to be filled by the mentor.

  What's Wrong with the Traditional View of Mentoring?
 The traditional "closed" model of mentoring, described above, has been proved
to be too limiting. Dr. Richard  E. Caruso, in his ground-breaking research in
the field of mentoring, discovered  that alternative mentoring models exist in
the real world. In his doctoral work he describes an "open" model of mentoring
in which  the protege  becomes the focal  point of the  mentoring partnership.
Rather  than the  traditional two-person,  one-to-one model,  the  open system
suggests that mentoring is triggered  by career-aspiring proteges who seek out
needed mentoring help from a variety of sources.
 After  founding  The  Uncommon  Individual  Foundation in  1986,  Dr.  Caruso
produced  research that  turned the  mentoring  establishment on  its  ear and
altered the way we look at mentoring today.
 Through  the training  and consulting  offered by  his  foundation, countless
mentors and proteges covered the path to becoming "uncommon individuals."

  Why is the Open Model of Mentoring so Powerful?
 The "open"  model of mentoring  gives proteges the  right and  the impetus to
pursue  their own  answers  to  their own  questions.  Frequently mentors  are
limited by  their own  experiences which usually  determine how much  they can
share with their  proteges. Mentors often see themselves  as advice givers and
gate keepers,  not as facilitators of  protege growth. The  open system allows
proteges to  seek help from  a variety  of sources so  that one mentor  is not
called upon to provide all of the necessary assistance. Proteges are the focal
point of the partnership who  structure and manage the mentoring relationship.
In order  for an open-system mentoring  to work, an organization's  goal is to
provide a "mentor-rich environment."
 Are  there instances  in which  the  traditional closed  system  of mentoring
works? Yes,  in some limited applications.  Examples might be  the high school
chemistry teacher and a gifted future scientist, or someone assigned to help a
new hire  get on  his or  her feet.  The more  powerful relationships  are the
results of the protege and mentor finding each other on a voluntary basis.

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