Knowledge sharing between employees is a critical success factor in knowledge intensive organisations and depends on the quality of an employee’s relationships with co-workers. Relatively little research has been done on how to incorporate relationship aspects into a coaching intervention. This paper describes an organisational coaching intervention that used Social Network Analysis to analyse relationship patterns between individuals in a team following an action research approach. Social Network Analysis artefacts were used to help identify coachees, set coaching goals, create selfawareness,
identify behavioural changes, and to provide some measure of the coaching efficacy in
improving knowledge sharing in a team.
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