Business as unusual: Coaching in Echtzeit

Business as unusual: Coaching in real time Using the concrete example of a newly founded company, the authors demonstrate how executives and employees can keep themselves, their teams and organizational unity effective and capable of action in an increasingly dynamic, complex and changing world. These managers do not ?muddle through“, they seek functioning action-coalitions where they can act as individuals in interplay with others for the good of the commonly defined whole. Increasing the effectiveness of individual managers, their units and entire businesses, decisively depends on the promotion of trust co-operation, the development of common goals and reference frameworks, and potent jointly produced diagnoses. In successful cases this leads to coherence and sense emerging for individuals, their organizational units, overlapping working teams and, in the best case, for the whole business. The authors describe their supporting function in this process and call it real time-coaching.     

Coaching in der Verwaltung

Coaching in administrative authorities. A study on the acceptance of a new counseling method This study proves that also leadership in administrative authorities are in need of counseling for developing their social, professional and organizational competence. Coaching turns out to be a helpful method for it. Occasions for coaching, efficacy and conditions of coaching are explored. In spite of the promising start support of the organization is necessary to establish coaching in the long run. For this aspects and suggestions are discussed.     

Erfolgsfaktoren beim Einzel-Coaching

Success factors of executive coaching. A screening of the coaching scenery from the client’s point of viewThis survey, based on questionnaires, examines the success factors of one-to-one coaching from the client point of view. Firstly, ten success factors in coaching were established by means of factor analysis. Secondly, more extensive analysis shows that, contrary to previous research in this field, the “professional system” is not necessarily a determining success factor in coaching. As an exclusive instrument of staff development, coaching seems to be effective even without support from the professional system. The analysis also indicates that the clients perceive their coach as an advisor and confidant as regards role expectations. Furthermore, multiple regression analysis discloses the predictive effects of the two success factors “the coach’s qualification” and “the coach’s involvement” for the overall success of coaching from the client’s point of view. The overall success of coaching itself is established through three items: the clients’ attitudes towards coaching, their attitude concerning further coaching, and the extent to which their objectives were met in coaching.     

Evaluation von Coaching

Evaluation of executive coaching — an inquiry of coaches and clientsThe variables, the effects and the connection between variables and effects of executive coaching are examined in a questionnaire study with coaches and clients. The results show that executive coaching represents an effective intervention that positively affects both the client’s self-reflection and his/her behaviour. The client’s willingness to change and his/her intensity of suffering prove to be good predictors of success in achieving the desired effects. From the coach’s perspective these factors include the intelligibility of the coaching concept and a participative procedure. Additionally, the influence of the relationship on the coaching results is identified, resembling findings in psychotherapy research. Coach and client tend to agree with regard to their perception of the coaching process.     

Coaching in der Software-Branche

Coaching in the software development industry. The author describes the basic principles and starting points of a coaching concept within the context of the software development industry. The structures and processes in this context create a special need for support that can be addressed by different forms of coaching. A company-specific coaching concept has to define the goals and rationality of coaching, to determine the different ways coaching is requested and provided and to outline the overall strategy to introduce and to integrate coaching within the organization. The special need for coaching is related to the communication-intensive collaboration within software development teams and the complexity of the overall process. In particular forms of internal coaching are discussed to address these needs and a way of implementing an internal coaching pool is sketched.     

Coaching als Instrument der Personalentwicklung in einem Handwerksbetrieb

The authors present a case study of a coaching process in an enterprise of handicraft. In human resource management, coaching supports communication in the workplace and thus enhances workplace satisfaction. Moreover, coaching has been proven to positively reinforce employer branding (corporate culture, work quality, job satisfaction, ??psychological contracts??, etc.) and increases the general attractiveness of the employer: ??We offer staff development and coaching, we take our employees and management staff seriously.??     

Coaching in den USA

Coaching in the USA. Executive Coaching has in the USA emerged as a major developmental tool in many organizations. At the same time the domain of what coaching compasses are now so diverse that it is more difficult to put boundaries around the construct. In the current coaching literature, coaching is something of a “black box”. We know it can work but often we do not know why it works. Without empirical research and especially a stronger theoretical foundation, coaching runs the risk of failing into a passing trend.     

Lernprozesse im Coaching

Learning processes in coaching This Coaching is approached from the view of the coachee. Different learning processes which the coachee should run through in his/her coaching are deduced from three approved theoretical concepts close to practice. The Kolb circle is presented as first basic concept. It is described by the author as action leading for coachee and coach by a coaching-questionnaire. Several learning forms are shown and related to the first basic concept. The most important factor for the coaching success is the sustainability of the realization of the recognized learning goals. Therefore some proposals are submitted basing on the Kuhl-concept.     

„Was Du noch wissen solltest …“ Der Generationswechsel in Familienunternehmen und das Ringen um eine tragfähige Wirklichkeit

Family-businesses draw both their strengths and weaknesses from the combination of two systems with different rules. This fact is revealed drastically, when family-businesses are passed over to the next generation. This transition marks one of the biggest milestones in the life-cycle of a family-business and therefore often fails. What exactly is the task, the following generation is facing? The main idea of this text according to the ideas of constructivism is that the following generation has to discover its own and the construction of all participants of the transition regarding reality. This is necessary to enable the company to create a (new) stable construction of itself.     

Anmerkungen zur Professionalisierung des Coaching auf dem Hintergrund des klassischen Professionsbegriffs

Some comments on the professionalization of coaching with regard to the classical concept ?profession“ In the current discussions on the professionalization of coaching the concept ?profession“ often is not clear. Therefore, the author first delineates the classical concept of profession and its main criterions. He then discusses the question whether these criterions are present in coaching and whether coaching may or should be conceived as an independent profession. Considering the tendencies of deprofessionalization in the traditional professions, it seems to be meaningful to understand coaching as a profession, but with a revised theoretical concept of profession: Particularly concerning the necessary scientific orientation it demands an interdisciplinarity instead of a fixed corpus of knowledge. The professionality of the practitioner means an orientation on general values and concepts of understanding and acting and is a central aspect of quality of coaching.     

Unterschiede zwischen Coaching und Psychotherapie

Differences between coaching and psychotherapyCoaching is not a hidden psychotherapy with managers, though the methods are similar. Unlike psychotherapy, coaching mainly refers to the professional context, it requires normal capacities of self regulation and addresses to managers. A coach cannot take the place of a psychotherapist, and therapists cannot do the work of a coach without a respective education and role definition. The author describes these and other differences.     

Coaching von Unternehmern Erfahrungen und Wirkungen

Coaching of owner-entrepreneurs — experiences and effectsThe author argues that the kind of coaching which owner-entrepreneurs require differs in fundamental ways from the kind of coaching for hired top managers. The difference is rooted in the higher level of complexity of the decision problems of owner-entrepreneurs, which needs to be reflected in a more complex approach chosen by the coach. In this context, the ability to make himself better understood by others turns out to be a very essential key capacity which some owner-entrepreneurs lack and which a qualified coach can help them to regain.     

Coaching von Schlaganfallpatienten Ein integratives Beratungs- und Trainingskonzept

Coaching of patients after apoplexy — an integrative model of counselling and trainingIn contrast to common assessments of medical professionals, improvements in rehabilitation of patients after an apoplexy are possible even after a greater time interval. The progresses are small, but they improve gradually the quality of life of the patients. The author presents an integrative model of counselling and training for this clientele, in order to accompany the way of the patients to a successful professional rehabilitation and to a new conduct of life.     

Berufungscoaching Systemisches Coaching in Phasen der (beruflichen) Neuorientierung

Vocation-coaching — Coaching in phases of personal reorientationA model for a coaching-method, the “Vocation-coaching” is presented, which was used successfully in the last two years. The main aspects of the model, namely discovering — strengthen — transfer, are described. The coaching-techniques which are used within the vocation-coaching are compared to the techniques of the conventional coaching. The target group of the vocation-coaching are individuals at turning points in their lives, especially at turning points in their professions. The needs of these persons are described and compared to the potential use of the method of the vocation-coaching.     

Diesseits von Coaching und Mentoring: Kollegiale Praxisberatung

Zusammenfassung  Die Methode der kollegialen Beratung eignet sich gut für Menschen in Organisationen, die vor der Herausforderung stehen, ihr Prozesswissen in neuen, unbekannten Kontexten anzuwenden. Schnelligkeit und konkreter Praxisbezug sind dabei wesentliche Faktoren für eine akzeptierte Lernform. In diesem Artikel wird eine Anpassung der Grundmethode der kollegialen Beratung, die kollegiale Praxisberatung, vorgestellt, die diese Anforderung der Praktiker erfüllt. Die dabei auftretenden Prozesswirkungen und Lernerfahrungen werden anhand zweier Praxisbeispiele aus der Industrie illustriert und Chancen sowie Grenzen der Methode diskutiert.

Coaching im Spagat zwischen Praxis und Wissenschaft

Coaching between practice and science. Coaching theory and -practice are two sides of the same coin. As contrasted with the successful practice the theoretical and scientific explanation of coaching is still unattended despite the fact that serious coaching conceptions are to base on epistemological and scientific premises; and this only for the sake of practice. The text at hand will point out the limits and the possibilities to approach the task for answering to the questions of differences between science, theory and practice.     

Coaching als Instrument der Personalentwicklung in Kirche und Caritas Mehr Chancen als Grenzen

Coaching for leaders and representatives in churchesThis article shows possibilities of coaching for leaders and representatives in churches, especially during this time with many transformations in ecclesiastical structures. It seems to be very important for acceptance of coaching, that the coach has a high standard of knowledge about this branch.     

Erfolgsfaktoren bei der Integration von Coaching und Entwicklungsprogrammen

Success factors for the integration of coaching and development programs This article describes possible ways to combine coaching and development programs for managers, that are based on the author’s practical experience. Such a combination can lead to a more intense and more sustainable competence growth than each individual approach. Both coaching and development program benefit from a combination. Adequately, a high level of integration is desirable. Such an integration will be successful if the structure of the program allows for embedding, special characteristics of the target group are considered, non-threatening labels are used, and the coaches/trainers are able to build a coherent bridge between the single elements.     

Entwicklung einer Checkliste als Einstiegsinstrument beim Konfliktcoaching

Zusammenfassung  Diese Arbeit stellt die „Checkliste für das Konfliktcoaching“ (CKC) vor. Sie wurde als Einstiegsinstrument für das Konfliktcoaching entwickelt und soll den Klienten auf die bevorstehende Beratung einstimmen und den Coach bei seinen Vorfeldanalysen unterstützen. Die erstellte Checkliste basiert auf Theorien zum Konfliktmanagement (Regnet 1992; Glasl 1997) und der Beratungsform Coaching (Looss 1997; Rauen 2000) sowie der Etablierung eines Beratungssystems (Rappe-Giesecke 1999; Schein 1987). Dagmar Fuchs, Dipl.-Psych., Trainerin, Moderatorin, Coach, Freie Mitarbeit bei Mensch & Organisation im Wandel, Leiterin des Personalservicebüros der Berliner Stadtreinigungsbetriebe.