In the past decade coaching research has focused on studying effectiveness, as well as the mechanisms through which the coaching effectiveness is realized. These endeavors have significantly expanded our knowledge of the contexts in which coaching works, how it works and what aspects of the coaching process contribute to its effectiveness. More recently, we are witnessing new directions and sensitivities in coaching research such as: sustainability of the impact, “sleeper effects", issues of inclusion, diversity and equity (upcoming IOC July Webinar) and awareness of the negative aspects of coaching.
Another new direction is toward exploring coaching dialogues and language, and deepening our understanding of the interactions which occur between the partners. This direction highlights the role of language and dialogue and contributes to the development of coaching practice. Such perspectives on counseling, consulting and coaching relationships are often grounded in social constructionist theories, which posit that social reality, knowledge, and praxis are relational and dialogical. In other theories of interpersonal interaction and communication, language is seen as having a representational function (i.e. language represents what the speaker has in their mind and shares with others). In social constructionist theories, however, language is seen not (just) as describing the world, but as constructing worlds. Thus, a focus on language, in the coaching interaction, illuminates how new stories and realities are created.
In the June Coaching Report, we highlight several relevant resources, exploring language and dialogues in different ways. In the June Webinar, Haesun Moon takes a sociolinguistic approach and shares research on the micro-analysis of coaching interactions, as well as how this insight can strengthen coaching practice. We also include a link to her recent CoachX presentation. The team of Bachkirova, Sibley and Myers use the Q-sort methodology to conduct microanalysis of coaching interactions, emphasizing the content of coaching sessions. In a recent article (and his book), Reinhard Stelter also steps on a social constructionist ideas to inform research and coaching and explore dialogues in health coaching. The IOC through our grant program, is supporting a current study conducted by Bachkirova and Jackson, which furthers the in-depth analysis of the content of coaching conversations.
We are very happy to introduce the new book by the IOC Director of Education and Business Development, Jeffrey Hull, which is now available: “Flex: The Art and Science of Leadership in a Changing World"! The book is a timely resource for understanding the shifts in leadership principles and values in the contemporary workplace, and thus the accompanying shifts in dialogical interactions of leadership coaching. It will be very helpful for coaches working with people whose voice, stories and approach to leadership are diverse and different from traditional styles. The book includes tools which coaches can use with clients to support them in expanding how they see themselves and how they express their leadership.
Coaching is increasingly applied throughout life and work domains as a relatively new way to support the learning and development of individuals and groups. In a research project group coaching was applied and explored with menopausal women (45 to 55 years of age). The goal of the research project was to support women in their attempts to remain physically active and to develop and maintain a healthy lifestyle. The main objective of this article is to take a close look at the best way to achieve this — not by telling the women what to do or by pushing them towards specific goals, but by inviting them into a space of common reflection and joint action. In that sense, the interaction (not intervention) will take its point of departure in a broad, collaboratively inspired approach that is broader in focus than widespread interventions, which are often exclusively based on motivational interviewing. The goal of this article is to present a theoretical basis and practice guidelines for a series of group coaching dialogues and to serve as an inspiration for the further development of the reader’s own practice.
International Coaching Psychology Review
ResearchGate
As the coaching process is confidential, little is known about the dynamics of how coaching themes evolve from the initial coaching objectives in actual coaching relationships. This study aims to explore the content of coaching engagements in organisational settings. By ‘content’ we mean what is demonstrably discussed in coaching: goals as agreed with the organisation from the initiation of coaching, the themes of the coaching conversations and how these themes evolve over the coaching engagement. By organisational coaching we mean the coaching practice that involves a third-party sponsor. This study is designed as large-scale mixed method research which aims to classify and quantify coaching themes on the basis of primary data about what organisational coaches report as having addressed in their coaching engagements. The key proposition of this study is that content themes shift during the coaching engagements in organisational coaching. A qualitative pilot study has already been completed by Bachkirova & Lawton-Smith in 2016 as part of an internal research project at Oxford Brookes University. It provides an initial confirmation of this proposition and will serve to inform the design of data collection methods and a framework of initial content categories. Knowledge about the content of real coaching engagements will allow the development of a grounded classification of coaching themes and therefore would contribute to the debates about what is an essential aspect of coaching (i.e. content). An opportunity for specialisations in education and CPD of coaches would be an important contribution to practice.
This paper presents the results of a project aimed at the development and the use of an instrument designed to identify differences and similarities across coaching approaches at the level of a specific coaching session. 41 professional coaches described one of their typical coaching sessions using this instrument and found it comprehensive. Q‐mode Factor analysis suggests that there was one overarching shared viewpoint about the way a mid‐engagement coaching session is typically facilitated. This suggests that there may be considerable similarities in how coaching is actually practiced in spite of the existence of a variety of coaching traditions, genres and contexts in which coaching takes place, leading to one extended conceptual definition of coaching. We suggest that the tool makes possible a number of research projects, allows a clearer understanding of services typically provided by contracted coaches and assists in self‐evaluation of professional and ‘on‐the‐job’ types of coaching.
Haesun Moon discusses how language is used in coaching.
Coaching is a precise process of curating and fostering change. Contrary to the popular belief that coaching works in mysterious ways, evidence-based research demonstrates that the process of curating itself can be made visible to the level of the smallest unit of exchange between coach and client: the dialogical interaction. Coaching as dialogue is not an individual behavior but an interactive space, and the coordination of moment-by-moment micro-interactions can be described and observed. In this highly practical webinar, the research behind a simple yet profound framework called the Dialogic Orientation Quadrant will be introduced as a useful tool for coaching praxis, research and pedagogy....
Recent systematic reviews and meta-analyses have shown that coaching in organizational settings can be helpful in a variety of ways, including improving leader performance and work satisfaction, reducing stress, enhancing confidence, improving resilience and well-being, and bolstering goal attainment (Grover and Furnham, 2016). However, while the empirical coaching literature has burgeoned in the past decade, investigations into the impacts of coaching have remained somewhat one-dimensional, with simple pre/post designs the predominant approach to assessing change over time. ...
In this highly practical webinar, the research behind a simple yet profound framework called the Dialogic Orientation Quadrant will be introduced as a useful tool for coaching praxis, research and pedagogy.
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For employees to fully contribute to the success of an organization, they must feel they can bring their full selves to work; however, research shows many employees are uncomfortable doing so because of the culture. Find out how Jennifer Brown and her team advise leaders, coaches and advocates to drive diversity, equity & inclusion.
The Physician Coaching Institute (PCI) offers an advanced coach training experience, providing participants with specialized coaching concepts, structures and tools to enhance their expertise in the field of physician coaching. A 6-month learning journey, the PCI’s Certified Physician Development Coach™ training is open to clinical and non-clinical coaches and consultants who have already attained a foundational level of coach training and experience. On completion of the program and required PCI Proficiency Portfolio, the coach earns the Certified Physician Development Coach™ credential offered exclusively by the Physician Coaching Institute. Certification is a demonstration of commitment to the field of coaching in healthcare and the desire to be a catalyst for transformation. Click here to learn more.
www.physicancoachinginstitute.com
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