The coaching/therapy boundary in organizational coaching

Price, J T

doi:10.1080/17521880903085164

Cited by 10 publications

(12 citation statements)

References 6 publications

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“…However, the same tendency is evident with experienced coaches. If the findings of research by Baker (2015) are compared to findings from previous research investigating organisational coaches experience of managing boundaries (Price, 2009), the results show marked similarities. It seems that both new and experienced coaches are willing to work beyond their capabilities.…”

Section: Knowingly Exceeding Competence and Capabilitiesmentioning

confidence: 80%

“…As a consequence, it could be argued that self-assessment of their ability to effectively support their coachees with all difficulties may be over estimated. Similar concerns were expressed in the research by Price (2009). Jopling (2007) suggests that a good understanding of psychology and counselling theory is needed to be able to identify blocks which may impede development.…”

Section: What Complicates the Issue Of Boundaries?mentioning

confidence: 80%

“…Since the first edition of this Handbook some debates and agendas for research became less important but others became more prominent. The issue of differentiation between therapy/counselling and coaching received significant attention in the last decade (Simons, 2006;Bachkirova, 2007;Griffiths and Campbell, 2008;Spinelli, 2008;Price, 2009;Baker, 2013) but there are signs of the very recent declining of interest for this topic. One might assume from this situation that this issue has been resolved once and for all.…”

Section: Tatiana Bachkirova and Sarah Bakermentioning

confidence: 99%

“…Practitioners believed that coaches needed to be aware of working in the coachee's best interest and working within their competences to maintain professionalism. Some felt that regulation was needed to instil confidence in potential clients and provide clarity of the services offered (Hart, Blattner and Leipsic, 2001;Price, 2009;Jinks, 2010).…”

Section: What Complicates the Issue Of Boundaries?mentioning

confidence: 99%

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Revisiting the issue of boundaries between coaching and counselling

Bachkirova¹,

Baker²

2018

Handbook of Coaching Psychology

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Section: Knowingly Exceeding Competence and Capabilitiesmentioning

confidence: 80%

Section: What Complicates the Issue Of Boundaries?mentioning

confidence: 80%

Section: Tatiana Bachkirova and Sarah Bakermentioning

confidence: 99%

Section: What Complicates the Issue Of Boundaries?mentioning

confidence: 99%

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Revisiting the issue of boundaries between coaching and counselling

Bachkirova¹,

Baker²

2018

Handbook of Coaching Psychology

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“…Scholars highlight the need to differentiate coaching from other facilitating activities and elaborate a comparative conceptual framework for coaching vs. other facilitating activities (Bond & Seneque, 2013;Passmore & Fillery-Travis, 2011). It is also assumed that boundaries between them are somehow blurred (Garvey, 2011;Gray, 2006;McCarthy, 2014;Price, 2009). These contradictions and the gap between the existing and desired state of research lead to Research question 1 aimed to investigate the matter of coaching.…”

Section: Introductionmentioning

confidence: 99%

Koučinga aktivitāšu ietekmes uz uzņēmuma sniegumu novērtēšanas metodoloģija

Rosha¹

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Lai panāktu ilgtspējīgu sniegumu, uzņēmumam ir jāatbalsta tās darbinieki to attīstībā, jāuzlabo informētība par nepieciešamajām izmaiņām un jāmudina uzņemties vairāk atbildības par pašu mācīšanos un izaugsmi. Koučingam kā vienai no izaugsmes veicināšanas aktivitātēm ir būtiska nozīme, lai rosinātu pozitīvas pārmaiņas darbinieku uzvedībā attiecībā uz procesiem, kas vērsti uz ar darbu saistītu mērķu sasniegšanu. Šī iemesla dēļ koučingā ieinteresētu uzņēmumu skaits Latvijā pakāpeniski pieaug. Tomēr ir daudz neskaidrību attiecībā uz koučinga jēdzienu, un tas tiek definēts dažādi, kā rezultātā pastāv neskaidrības par tā priekšmetu. Pētnieki ir pārliecināti par koučinga iedarbību un ir vienisprātis, ka ir svarīgi koučinga aktivitāšu ietekmi novērtēt. Tomēr viņu starpā nav vienprātības par metodoloģiju, kas būtu piemērota koučinga aktivitāšu ietekmes novērtēšanai. Šis jautājums ir būtisks arī uzņēmumiem, kas iegulda līdzekļus koučingā; viņiem nepieciešams būt drošiem, ka koučings patiešām dod pienesumu viņu sniegumam. Tāpēc šī promocijas darba ietvaros veiktā pētījuma mērķis ir atrisināt šīs pētniecības problēmas un izstrādāt koučinga aktivitāšu ietekmes uz uzņēmuma sniegumu dažādos dzīves cikla posmos novērtēšanas metodoloģiju. Lai sasniegtu šo mērķi, tika izpētīts un definēts koučinga jēdziens, pamatojoties uz to, kas koučings ir un kas nav, ņemot vērā arī Baltijas kontekstu. Tika noteikti un sistematizēti dažādi koučinga veidi un formas, kā arī labvēlīgie apstākļi koučinga veicināšanai uzņēmumos. Kā pamats koučinga aktivitāšu ietekmes uz uzņēmuma sniegumu novērtēšanas metodoloģijai tika izstrādāta pieeja koučinga veidu un formu kapacitātes pielāgošanai uzņēmuma attīstības vajadzībām un vēlmēm. Tik aizstrādāta un aprobēta metodoloģija, kas nodrošina teorētisko bāzi un kalpo par praktisku rīku, kas ļauj uzraudzīt koučinga aktivitāšu ietekmi uz uzņēmuma sniegumu.

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Coaching approaches for a lost sense of self – hunt it down or let it be?

Dodwell¹

2020

bpstcp

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This article uses Stevens’s (2002) five lenses (biological, experimentalist, social constructivist, psychodynamic and experiential) and Bachkirova’s (2011) three stories of the self (self as an operator, an evolved self and no self) to describe different manifestations and interpretations of a lost sense of self. Using a developmental coaching approach, the article then explores three key considerations when coaching a lost sense of self. Firstly, the origin of the loss – how the loss was first sensed by the client. Secondly, the importance of understanding client self-concept is explored in two parts. Initially, understanding of their self-construction (unitary stable self, dynamic self, multiple selves and no self) and next their ego development stage (unformed, formed and reformed). Self-concept is likely to inform client response to their lost sense of self but also inform the type of coaching techniques that might be most appropriate. Finally, the coach perspective is considered. Coaches are encouraged to be aware of their own self-concept and how it might impact their approach. This article concludes that a blend of all these factors will determine whether a lost sense of self is hunted down or simply let be.

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The coaching/therapy boundary in organizational coaching

Cited by 10 publications

References 6 publications

Revisiting the issue of boundaries between coaching and counselling

Revisiting the issue of boundaries between coaching and counselling

Koučinga aktivitāšu ietekmes uz uzņēmuma sniegumu novērtēšanas metodoloģija

Coaching approaches for a lost sense of self – hunt it down or let it be?

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