The Myths of the Myths about Behavior Mod in Organizations: A Reply to Locke's Criticisms of Behavior Modification

Gray, Jerry L.

doi:10.2307/257412

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“…Reciprocal influencing is inevitable whenever people meet in a coaching or other social context. Further, the behavioural systems approach does not question free will and voluntary choice on philosophical grounds, but argues that, empirically speaking, individual choices often are more influenced by contextual factors than most people are willing to realise (Gray, 1979;Haley, 1963;Skinner, 1974;Watzlawick et al, 1967). For example, in the verbatim all verbal and nonverbal behaviours displayed by Caroline and Ellen can be regarded as forms of conscious or subconscious manipulation of each other.…”

Section: Discussionmentioning

confidence: 99%

Relating in executive coaching: a behavioural systems approach

Visser

2010

Journal of Management Development

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Purpose -In recent research the strength and nature of the relationship between coaches and executives appears as a critical success factor in successful coaching outcomes. However, little theory has as yet been devoted to an analysis of how relationships are used in executive coaching. Such an analysis requires going from the monadic, individual level of analysis to the dyadic, relational level. The purpose of this paper is to develop a theory of relating in executive coaching at this dyadic level of analysis. Design/methodology/approach -A conceptual analysis of relating in executive coaching is presented, drawing on a combination of the behavioural approach (Skinner and others) and the systems approach (Bateson and others). A verbatim of a coaching conversation serves as an illustration. Findings -It is found that the behavioural and systems approaches may be fruitfully combined in one behavioural systems approach. Following this, relating in executive coaching is characterised as systemic, behavioural, communicational, and patterned. Originality/value -The paper is among the first to study executive coaching at the dyadic level of analysis, and to develop a combined behavioural systems approach towards that purpose. This approach and its outcomes add to and can be clearly distinguished from the more common humanistic, psychodynamic, and cognitive approaches to executive coaching.

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Section: Discussionmentioning

confidence: 99%

Relating in executive coaching: a behavioural systems approach

Visser

2010

Journal of Management Development

View full text Add to dashboard Cite

show abstract

The Myths of the Myths about Behavior Mod in Organizations: A Reply to Locke's Criticisms of Behavior Modification

Cited by 1 publication

References 0 publications

Relating in executive coaching: a behavioural systems approach

Relating in executive coaching: a behavioural systems approach

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