I need two responses for answers from other students. I have attached the original question and the answers they gave. The responses are not to be negative and need to be academically acceptable. The

Original question

Identify three assessment tools. Explain how and when each of those tools could be used to inform the coaching relationship. Use scholarly sources to support your answers.

Answer Number 1 (Judith)

The current emphasis on measuring intercultural competence has inspired a large number of new assessment instruments. These instruments address a variety of needs for outcomes measurement, program evaluation, and personnel selection, as well as providing useful tools for coaching and training. This is a three of some of the most frequently used assessments, contact information, and a brief description of the major aspects of each of them

Diversity Awareness Profile (DAP) www.wiley.com/WileyCDA/WileyTitle/productCd-0787995541.html Karen Stinson The Diversity Awareness Profile (DAP) is a self-assessment tool that helps individuals improve working relationships among diverse co-workers and customers by increasing the awareness of their behavior and how it affects others. This 6-page assessment can be bought as a stand-alone profile, or with the fully revised second edition of the DAP Facilitator’s Guide, which walks facilitators through the process of preparing, administering, and debriefing the DAP.

Cultural Mapping Assessment www.knowledgeworkx.com KnowledgeWorkx The Cultural Mapping Assessment tool examines intercultural dynamics in the work environment. It is a 72-question online inventory that creates a profile along 12 dimensions of culture and how those dimensions affect behavior. The assessment is embedded into a broad individual and organization development program. The program allows for Inter-Cultural Intelligence (ICI) to be developed and applied on individual, team, and organizational levels in areas such as Individual Coaching, Inter-Cultural Intelligence, Inter-Cultural Team Building Interventions, Inter-Cultural Team Development and Dynamics, Inter-Cultural Conflict Resolution, Inter-Cultural Negotiations, and InterCultural Communication.

Aperian Global www.aperianglobal.com/ Aperian Global is a global consulting, training, and web tools firm, expert in facilitating talent development and business transformation across borders. Aperian has developed a battery of online assessments for intercultural work.

While the importance of the coaching relationship has been alluded to with some frequency, little research has actually examined the role of the relationship in employee coaching, despite specific calls for research on coaching relationships . The current article is a direct response to this call for research on the coaching relationship and variables that impact it: we present theory on individual difference and contextual variables expected to play roles in the quality of employee coaching relationships.

Several authors have suggested that coaching relationships differ as a function of the individuals involved. Discussed the importance of examining supervisor individual differences with regard to coaching, noting that the “stark reality is that managers often differ substantially in their inclination to coach their subordinates” suggest that coaching may come naturally to some people, thereby lending support to our investigation of the role of individual differences. A supervisor who engages in coaching activity with two subordinates may find one working relationship to be highly effective, whereas the other fails to produce any positive outcomes. Under the supervision of a different manager, however, the latter subordinate may form a trusting and productive coaching relationship that leads to dramatic improvements in performance and personal development.

Based on this notion, we suggest that the attitudes and individual differences that both supervisor and subordinate bring to the coaching relationship have implications for the effectiveness of that relationship. Regarding context, several authors have touched on the importance of an environment that is conducive to effective coaching. note that no behavior—coaching included—ever “takes place in a vacuum” suggest that the context for coaching is not entirely dependent on the organizational context, but also on the manager's behavior, as a manager's openness to feedback can help shape a “coaching-friendly”

Brodie Gregory, J., & Levy, P. E. (2011). IT'S NOT ME, IT'S YOU: A MULTILEVEL EXAMINATION OF VARIABLES

THAT IMPACT EMPLOYEE COACHING RELATIONSHIPS. Consulting Psychology Journal: Practice & Research , 63 (2), 67-88. doi:10.1037/a0024152

https://www.aacu.org/sites/default/files/files/AM17/Cartwright%20Handout%202.pdf

Answer Number 2 (Danise)

Intercultural Communication was one of my top 3 favorites while completing my undergraduate degree which focused on interpersonal and organizational communication. It’s refreshing to read: “The current emphasis on measuring intercultural competence has inspired many new assessment instruments.” When we walk into our respective workplaces daily, at a quick glance, it’s clear that many races, ethnic backgrounds, walks of life are represented, and the entire globe is often represented. Diversity is at the top of list when it comes to create a company culture which represents and shows equilibrium because all of God’s creation are equally represented. In this same manner, intercultural competence must increase because though we all share something’s which are life and humanity, communication varies among cultures. When we must call come together for a common reason like working and offering a product or services to clients, customer and consumers, awareness is key to ensure cohesiveness and productive communication. I am intrigued by the Diversity Awareness Profile and will investigate this assessment more in depth the closer I get to completing my degree. My family is primarily from a different country, so I can do comparing when it comes to culture here in the United States which I was born into and the one from Haiti which was part of our home growing up as children (myself and 3 siblings). “Discussed the importance of examining supervisor individual differences regarding coaching, noting that the “stark reality is that managers often differ substantially in their inclination to coach their subordinates” suggest that coaching may come naturally to some people, thereby lending support to our investigation of the role of individual differences.” Individuals in leadership all vary in their approach to providing coaching to individuals which they have been assigned to manage. Coaching doesn’t come naturally for some, and coming from the quality control and assurance world, it has been my observation that sometimes collaborating with other departments (such as Quality), training/development and the voice of the customer/client and their requirements for the workflow and process make it easier and the individual in leadership is able to coach based on work performance, metrics, client feedback etc. Thanks for sharing Judith.