NEW DESIGNS FOR MENTORING
Chapter Four: Toward a New Design in Mentoring.
Mention the physics of change Building on Aurelio’s Journey, we create a new design for mentoring that centers around the power of groups. We introduce the concept of group mentoring, which spans the recruiting of mentors and mentees, orients, screens and matches. Another innovation is First, we create two teams. The first a is an “action tank,” a steering committee consisting of retired professionals who plan strategies, diagnose needs and oversee the implementation of strategies. The second team carries out the strategies. This implementation team models two innovations: cascading and reciprocal mentoring among adults In addition we utilize new video conferencing technologies to conduct many of the traditional mentoring tasks on-line. Another innovation is the use of group mentoring.
Together, older persons and young adults can unleash an untapped source of innovation: two undervalued and underutilized sets of human resources combining forces to bring out the best in each other and form a highly productive and cost–effective team. Each generation can guide the other—younger folks instructing their elders in the ways of new technology and older persons offering their experience.
The result: a “win-win-win.” It’s a win for older persons, by giving them new opportunities for living a healthy and productive life well into the traditional retirement years. It’s a win for young adults, especially in launching them into the world of work and giving them the opportunity to work older folks. And, most important of all, it’s a win for low-income students themselves and their families.
INTRO TO A NEW MODEL OF MENTORING
From prehistoric and medieval times until a generation ago, the traditional forms of mentoring worked well—a seamless transfer of of knowledge through “extensive personal contact, regular contact and trust.” (Rauch), apprentices practicing their craft through “observation, imitation and practice.” Experience tended to be shared and social and local. The world changed little from one generation to the next. It was the older generation that held the keys to the kingdom. For they had the kind of experience that was of practical use for the younger generations.
That’s not the world we live in now—not even close. Now, it’s the kids who know more than their elders—and in significant ways — technology is one.
The eminent anthropologist of the last century, Margaret Mead, cited three kinds of societies in her seminal book, Culture and Commitment: A Study of the Generation Gap. The first is the world where the young are mentored by the old, who initiate them into a knowledge base and social norms that are static and unchanging. She called it “postfigurative society.” The second is a world where the old and young inform and learn from each other. She called it a “co-figurative” society. And third is a world where the young teach the old. She called this a “pre-figurative society.”
We’ve already blown past being a traditional society; perhaps, even, we’ve blown past a society where the old and the young learn from each other. This is no longer a generation gap; it’s a generation chasm.
The individual mentor as the lever to re-channel the energy within, find a cultural group and environmental channels == just the right time and place and level of forcefulness. The results = create a new inner equilibrium — better balance — help to find better external channels clear up existing ones…. .
In many ways, the individual mentor is outmatched. We need, in short, to find new levers to open the channels through which a more productive flow of healthy energy can release the trapped potential. The new levers will involve a compelling mission and an uncomplicated design.
Mention the physics of change Building on Aurelio’s Journey, we create a new design for mentoring that centers around the power of groups. We introduce the concept of group mentoring, which spans the recruiting of mentors and mentees, orients, screens and matches. Another innovation is First, we create two teams. The first a is an “action tank,” a steering committee consisting of retired professionals who plan strategies, diagnose needs and oversee the implementation of strategies. The second team carries out the strategies. This implementation team models two innovations: cascading and reciprocal mentoring among adults In addition we utilize new video conferencing technologies to conduct many of the traditional mentoring tasks on-line. Another innovation is the use of group mentoring.
Together, older persons and young adults can unleash an untapped source of innovation: two undervalued and underutilized sets of human resources combining forces to bring out the best in each other and form a highly productive and cost–effective team. Each generation can guide the other—younger folks instructing their elders in the ways of new technology and older persons offering their experience.
The result: a “win-win-win.” It’s a win for older persons, by giving them new opportunities for living a healthy and productive life well into the traditional retirement years. It’s a win for young adults, especially in launching them into the world of work and giving them the opportunity to work older folks. And, most important of all, it’s a win for low-income students themselves and their families.
INTRO TO A NEW MODEL OF MENTORING
From prehistoric and medieval times until a generation ago, the traditional forms of mentoring worked well—a seamless transfer of of knowledge through “extensive personal contact, regular contact and trust.” (Rauch), apprentices practicing their craft through “observation, imitation and practice.” Experience tended to be shared and social and local. The world changed little from one generation to the next. It was the older generation that held the keys to the kingdom. For they had the kind of experience that was of practical use for the younger generations.
That’s not the world we live in now—not even close. Now, it’s the kids who know more than their elders—and in significant ways — technology is one.
The eminent anthropologist of the last century, Margaret Mead, cited three kinds of societies in her seminal book, Culture and Commitment: A Study of the Generation Gap. The first is the world where the young are mentored by the old, who initiate them into a knowledge base and social norms that are static and unchanging. She called it “postfigurative society.” The second is a world where the old and young inform and learn from each other. She called it a “co-figurative” society. And third is a world where the young teach the old. She called this a “pre-figurative society.”
We’ve already blown past being a traditional society; perhaps, even, we’ve blown past a society where the old and the young learn from each other. This is no longer a generation gap; it’s a generation chasm.
The individual mentor as the lever to re-channel the energy within, find a cultural group and environmental channels == just the right time and place and level of forcefulness. The results = create a new inner equilibrium — better balance — help to find better external channels clear up existing ones…. .
In many ways, the individual mentor is outmatched. We need, in short, to find new levers to open the channels through which a more productive flow of healthy energy can release the trapped potential. The new levers will involve a compelling mission and an uncomplicated design.