Coaching shouldn't be non‐directive – or even directive: really responding to needs

Emerald - 2008
IanCunningham1
1University of Sussex, Brighton, UK

Tóm tắt

PurposeThe purpose of this paper is to provide an antidote to the supposed divide between directive and non‐directive coaching.Design/methodology/approachThe article is based on work done in a variety of organizations as well as published sources. The paper quotes published work as well as personal experience.FindingsThere is an alternative to the directive/non‐directive debate. Coaches need to be clear about the person they are working with and the problems they face before offering or pointing to solutions to these problems.Practical implicationsThe article has real practical implications for leaders/managers, coaches and learning and development professionals. The model discussed within it provides a secure basis on which coaches can offer a real service to clients.Originality/valueThe article will be of value to managers and learning specialists/coaches as it raises important issues about the need to take a realistic view about coaching practice.

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Tài liệu tham khảo

Gallwey, W.T. (2000), The Inner Game of Work, Orion, London.

Berne, E. (1963), The Structure and Dynamics of Organizations and Groups, Grove Press, New York, NY.

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