Coaching practice is dominated by discussion. This is at odds with theories of cognition and adult learning, which emphasize experiential processes in stimulating beneficial changes in thought, feeling, and behavior. In this practice-focused article, we make the case for an integrative and experiential approach to coaching that is informed by dialogical self-theory ("dialogical coaching"). This is followed by a series of vignettes that illustrate the dialogical coaching process. Conceptually, dialogical coaching views the mind as being composed of dynamic parts ("I-positions") that are capable of engaging in harmonious, conflictual, or imbalanced relationships with one another. Practically, dialogical coaching aims to bring about transformations in the dialogical mind through the use of enactive procedures collectively referred to as chairwork. Examples of how chairwork might be applied to common coaching issues form the focus of this paper, including work-related stress, decision-making, interpersonal conflicts, skills training, professional transitions, and personal growth. Evidence that supports and informs dialogical coaching is presented alongside future directions for research.
What's It Mean? Implications for Consulting PsychologyMany coaching issues can be understood in terms of problematic interactions between parts of the self ("I-positions") occurring within the dialogical mind. Dialogical coaching aims to resolve these conflicts through "here-and-now" dialogues between I-positions, principally through the medium of chairwork. In line with theories of cognition and learning, we suggest that this active and experiential approach to coaching may be advantageous because of its memorability, novelty, and capacity to bring about enduring cognitive-affective changes.