This article examines what appears to be a societal compulsion towards goal pursuit and target setting within a coaching context. It explores the dissonance between coaching principles and coaching practice and the negative consequences of such a target driven culture. Concerns are that practitioners adopt models and ways of working that are too simplistic to negotiate the multifaceted nature of human motivation. A case is made for goal exploration that is subtle refined and in tune with clients and their preferences. Some recommendations for good practice are offered.
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