Coaching

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Comment by Victor West on August 2, 2016 at 3:23

From one minute manager-rationale for coaching by CEO equivalent-'I had taught the all I knew and it wasn't enough'. 

Comment by Helen Caton Hughes on March 23, 2015 at 7:01

Thanks for sharing that Pauline!  I remember going to listen to Tim Gallwey speak in London, back in the 1970s (he must have been working with Sir John Whitmore at the time) and he ran a workshop where we practiced questioning/listening skills.  He didn't call it 'coaching' at the time but I still value that day...

Comment by Pauline Willis on March 23, 2015 at 5:16

The original piece of work involved a structured research process of interviews, rather than relying on what had been published on the web and in print. This was conducted as the basis of PhD, so very interesting on a number of levels. 

Comment by Pauline Willis on March 23, 2015 at 5:07

Thanks Paul, there are of course gaps. However, histories are always tricky and Vikki has done a great job in getting this together. I am sure that she will welcome suggestions for the next update if anyone has any. Pauline 

Comment by Paul Z Jackson on March 23, 2015 at 4:58

Thanks Pauline, illuminating slideshow.

Comment by Pauline Willis on March 21, 2015 at 17:48

The Secret History of Coaching

Comment by Linda Williams on July 28, 2014 at 3:41

Winter 2014 e-O&P:  AMED and the Coaching & Mentoring Network (CMN) have teamed up for this special edition ‘The future of coaching and mentoring: evolution, revolution or extinction?’, Guest Editors: Pauline Willis and Anna Britnor Guest

Please share your views on our discussion forum, add further questions or click here for the invitation to contribute.

Comment by Susan Margaret van Beveren on April 13, 2010 at 2:02

In my experience there is a distinct relationship between OD and coaching. I agree with one of the other comments that it is the systemic nature of OD that makes it complex and with a tendency to move through an organisation in an organic fashion. However, both consultancy at organisational level and coaching at the personal level are intentional activities that interact around the points of 'being stuck', or finding oneself / organisation at a point of 'not knowing'. The process is then to work with the client to reframe, to re-integrate and to re-align knowledge, experience, and the dynamic of vision for a future state that engages capacity and know-how in the present and takes it to the next step.

I will be interested to see how this discussion group develops! Thanks for the opportunity to engage!

Susan