I tend to think of organisational development as rather a grand thing - changing a whole company, strategic, big intervention.
And of coaching as rather a modest practice - one-to-one conversation, a guided dialogue to open up possibility.
So what role can coaching play in management education and development?
I think we might be mixing issues of different scales and parts with wholes.
Organisational development - changing a whole company, strategic, big intervention. Systemic change through the interaction of many or all members and possibly stakeholders. Often a statement of intent but to a greater extent an emergent process - out of direct management control.
Now if compare that with coaching.
Coaching - one-to-one conversation, a guided dialogue to open up possibility. Agreed. The bit I would add is from Patricia Shaws concept of changing conversations - through coaching it is possible (desirable) to change perspective (of self, others and issues) such that the coachee's conversation changes in their interactions with others. In my opinion these changing conversations are the raw material emergence at a systems level.
The issue is the belief that OD and change are able to be actively managed, as apposed to the emergent, systemic and complex processes that actually go on within organisations as old narratives are reinforced (immune response) or new narrative take hold (emergence.) Coaching perhaps plays a critical role in creating, igniting, amplifying, nurturing and reinforcing these trends but not necessarily in any coordinated and aligned way. Who knows what goes on behind close doors!
So what role can coaching play in management education and development? (This seems a different question) but I agree with the contributions of Penny & Janice.
Thanks for starting this conversation.
Your post from 2010 caught my eye.
I have been fortunate to work with coachees who are progressing through long term leadership development programmes which incorporate significant, coachee defined, organisational change projects. In these circumstances, where initial interventions focus on the results of assessment and feedback and the subsequent coaching interventions are associated with the choice, definition and implementation of these projects it has been my privilege, as a coach, to witness an extremely high degree of association between the guided dialogue, as you describe it, and the development of the organisation.
The developmental projects are of the greatest value when the coach supports the choice, definition and implementation of a project that integrates relevant leadership development for the coachee and, often, their team members together with or in the context of the business development project they own.
I don't therefore tend to see the gap between corporate change and development and individual leadership and management development - both supported by coaching - in the rather stark, disconnected terms that you have outlined.