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Abstract：
Peer surgical coaching is a promising approach for continuing professional development. However, scant guidance is available for surgeons seeking to develop peer-coaching skills. Executive coaching research suggests that effective coaches first establish a positive relationship with their coachees by aligning role and process expectations, establishing rapport, and cultivating mutual trust.
To identify the strategies used by peer surgical coaches to develop effective peer-coaching relationships with their coachees.
Drawing on executive coaching literature, a 3-part framework was developed to examine the strategies peer surgical coaches (n = 8) used to initially cultivate a relationship with their coachees (n = 11). Eleven introductory 1-hour meetings between coaching pairs participating in a statewide surgical coaching program were audiorecorded, transcribed, and coded on the basis of 3 relationship-building components. Once coded, thematic analysis was used to organize coded strategies into thematic categories and subcategories. Data were collected from October 10, 2014, to March 20, 2015. Data analysis took place from May 26, 2015, to July 20, 2016.
Strategies and potentially counterproductive activities for building peer-coaching relationships in the surgical context to inform the future training of surgical coaches.
Coaches used concrete strategies to align role and process expectations about the coaching process, to establish rapport, and to cultivate mutual trust with their coachees during introductory meetings. Potential coaching pitfalls are identified that could interfere with each of the 3 relationship-building components.
Peer-nominated surgical coaches were provided with training on abstract concepts that underlie effective coaching practices in other fields. By identifying the strategies used by peer surgical coaches to operationalize these concepts, empirically based strategies to inform other surgical coaching programs are provided.
To identify the strategies used by peer surgical coaches to develop effective peer-coaching relationships with their coachees.
Drawing on executive coaching literature, a 3-part framework was developed to examine the strategies peer surgical coaches (n = 8) used to initially cultivate a relationship with their coachees (n = 11). Eleven introductory 1-hour meetings between coaching pairs participating in a statewide surgical coaching program were audiorecorded, transcribed, and coded on the basis of 3 relationship-building components. Once coded, thematic analysis was used to organize coded strategies into thematic categories and subcategories. Data were collected from October 10, 2014, to March 20, 2015. Data analysis took place from May 26, 2015, to July 20, 2016.
Strategies and potentially counterproductive activities for building peer-coaching relationships in the surgical context to inform the future training of surgical coaches.
Coaches used concrete strategies to align role and process expectations about the coaching process, to establish rapport, and to cultivate mutual trust with their coachees during introductory meetings. Potential coaching pitfalls are identified that could interfere with each of the 3 relationship-building components.
Peer-nominated surgical coaches were provided with training on abstract concepts that underlie effective coaching practices in other fields. By identifying the strategies used by peer surgical coaches to operationalize these concepts, empirically based strategies to inform other surgical coaching programs are provided.
摘要：
同行手术指导是持续专业发展的一种有前途的方法。然而,很少的指导可用于寻求发展同伴教练技能的外科医生。高管教练研究表明，有效的教练首先通过调整角色和过程期望与他们的教练建立积极的关系，建立融洽的关系，培养相互信任。
确定同行外科教练使用的策略，以与他们的教练建立有效的同行教练关系。
借鉴高管教练文献，我们开发了一个由3部分组成的框架，以检查用于最初培养与其教练（n=11）关系的同行手术教练（n=8）的策略。参加全州外科手术教练计划的教练对之间进行了11次介绍性的1小时会议，转录，并在3个关系构建组件的基础上进行编码。一旦编码，主题分析用于将编码策略组织成主题类别和子类别。数据收集自2014年10月10日至2015年3月20日。数据分析时间为2015年5月26日至2016年7月20日。
在外科背景下建立同伴教练关系的策略和潜在的适得其反的活动，以告知外科教练的未来培训。
教练使用具体的策略来调整角色和过程对教练过程的期望，为了建立融洽的关系，并在介绍性会议上与他们的同事建立互信。确定了可能干扰3个关系构建组件中的每一个的潜在教练陷阱。
为同行提名的外科教练提供了有关抽象概念的培训，这些抽象概念是其他领域有效教练实践的基础。通过确定同行外科教练用来操作这些概念的策略，提供了基于经验的策略，以告知其他手术指导计划。
确定同行外科教练使用的策略，以与他们的教练建立有效的同行教练关系。
借鉴高管教练文献，我们开发了一个由3部分组成的框架，以检查用于最初培养与其教练（n=11）关系的同行手术教练（n=8）的策略。参加全州外科手术教练计划的教练对之间进行了11次介绍性的1小时会议，转录，并在3个关系构建组件的基础上进行编码。一旦编码，主题分析用于将编码策略组织成主题类别和子类别。数据收集自2014年10月10日至2015年3月20日。数据分析时间为2015年5月26日至2016年7月20日。
在外科背景下建立同伴教练关系的策略和潜在的适得其反的活动，以告知外科教练的未来培训。
教练使用具体的策略来调整角色和过程对教练过程的期望，为了建立融洽的关系，并在介绍性会议上与他们的同事建立互信。确定了可能干扰3个关系构建组件中的每一个的潜在教练陷阱。
为同行提名的外科教练提供了有关抽象概念的培训，这些抽象概念是其他领域有效教练实践的基础。通过确定同行外科教练用来操作这些概念的策略，提供了基于经验的策略，以告知其他手术指导计划。
