Effective (linear) and emergent (nonlinear) mentoring: a practical context for practicing chaos

Abstract

Purpose

This paper aims to compare the characteristics of mentoring understood as a traditional linear feedback process aimed at effectiveness, with mentoring understood as a nonlinear process, emphasizing emergence.

Design/methodology/approach

Based in systems theory and the nature of feedback processes, differences in the nature of goals, paths, roles, interdependence and communication for each type are explained.

Practical implications

Organizational development specialists and executives may want to consider a reorientation to the way mentoring is conceived in their organization. Effectiveness is for the reproduction of present successes. Emergence is for exponentially broader developmental success in the future.

Originality/value

The paper is conceptual in nature, but is of considerable practical import for organizations and mentoring relationships aspiring to generative learning.

Citation

Bokeno, M. (2007), "Effective (linear) and emergent (nonlinear) mentoring: a practical context for practicing chaos", Development and Learning in Organizations, Vol. 21 No. 5, pp. 18-20. https://doi.org/10.1108/14777280710779445