Was ist interkulturelles Coaching? 20 Jahre und (k)ein bisschen Klarheit

Looking at the articles and books published in German and English it becomes obvious that intercultural coaching has become a field of expertise just as leadership or conflict coaching. However, the developments in the scholarly debate about intercultural and cross-cultural communication have not expanded into coaching. To avoid constrictions coaching needs to be combined systematically with a dynamic and cohesive notion of culture. Inspired by the theories of transformative learning and the sociology of knowledge three methodological meta-perspectives are introduced to reflect and use cultures in coaching. A practical coaching example illustrates how these culture reflexive perspectives can be handled. Lastly, coaching itself needs to be considered as a culture bound format.     

„Wir mussten Coaching erstmal salonfähig machen“

In this study coaching culture is defined as a part of organizational culture that reflects the patterns of assumptions and actions concerning coaching, as well as the perception and evaluation of results and modes of effects. A qualitative study with 15 experts from six large companies revealed that positive and negative cultures concerning coaching can be differentiated. The results show a trend towards a positive culture, which needs active support. It is assumed that the coaching culture is a relevant impact factor for the efficacy of coaching.     

„Coaching“ durch die Führungskraft — eine kritische Betrachtung

?Leadership Coaching“ — A critical discussion?Leadership Coaching“ comes into vogue again. It is possible that cutting down the expenses for HRM (and specially for counsultants) reinforces this trend. Therefore it is again time to discuss the question about the main differences between “leadership coaching” and coaching by professionals. Consultations by the superior can be helpful, however there are distinct differences to the professional coaching.     

Arbeit mit dem „Inneren Team“ als imaginative Methode im Coaching

Vivid presentation as a coaching task? At first glance, this topic certainly is a classical training subject. This case report shows that in particular cases, however, coaching may be indicated: When training measures do not succeed and it can be suspected that mental barriers are the reason for this failure. In the actual coaching process, imaginative methods as well as a constellation of the “Inner Team” have been used in order to approach the more psychological dimensions of insufficient presentation competence.     

Das „Achieve Coaching Model“®" Ein systematischer Ansatz für größere Wirksamkeit im Executive Coaching

The ?Achieve Coaching Model“®. A systematic approach to greater effectiveness in executive coaching The article describes some of the results of an international best practice study that aimed to identify what successful coaches do to achieve consistent tangible coaching results. The analysis of the primary and secondary data resulted in a new coaching model, that has received international recognition and proved to be successful and valuable in practice — the Achieve Coaching Model®. The article describes the seven steps of the model, underpins it with information from the study and the authors international coaching practice and concrete behaviours of coaches that yielded continuously positive results in a coaching setting.     

„Manchmal muss es einfach sehr schnell gehen …“

In career counseling, time and resources can sometimes be scarce. One case in point are scholarship holders. Some scholarship programmes include succinct individual career counseling sessions. This condensed counseling programme consists of a group workshop, a one-on-one coaching session and an individual remote follow-up. This consultation programme includes values clarification, an analysis of biography and career as well as a profile development. For this succinct form, intensive preparatory work on both sides is essential. The participants receive tasks and instructions beforehand. The results thereof are then the basis for the workshop and coaching session. Despite these challenging general conditions excellent results can be achieved.     

Rechnet sich Coaching im Mittelstand?

Central question of this article: Is there a measurable correlation between health-oriented management culture in SMEs (small and medium-sized enterprises) and business success? Healthy management culture has a direct impact on the colleagues health and motivation, as well as on the healthy development and on the healthy results of business. On a practical example this connection between healthy colleagues, healthy business and healthy results becomes clear and quantitative demonstrable. The article is based on the research, “Basics for healthy management culture and business success” of Badura and Greiner (University of Bielefeld), on behalf of the Ministry of Labor, Health and Social Affairs NRW.     

Die „4-Level-Evaluation“: Messen der Ergebnis- und Prozessqualität im Coaching

“4-Level-Evaluation”: Measuring coaching success. Introducing a general and valid evaluation methodology, the “4-level-evaluation”, which will secure measuring coaching success and coaching process –without any limitation in terms of special tools or methods – and which every client will understand and appreciate. How to create a realistic evaluation bottom line, how to manage expectations to avoid perhaps disappointments, how to define possible coaching goals and how to eventually evaluate grades of achievement are explained and applied to a practical coaching case.     

“On Job Coaching”真的能发挥作用吗?

<正>一、前言随着市场化的进程逐步加快,企业培训部门正为着如何提高企业员工培训效果、增强员工专业技能而绞尽脑汁。在看似合理且全面的培训系统之下,为什么员工的培训考核成绩并不理想?员工上岗之后的工作绩效始终难以提高?下面将以某外资金融机构(以下简称F公司)对其销售团队的"On Job Coaching"实践为例,从Coaching的过程和效果两个层面来对以上问题进行初步地分析和解释。     

Überall ist unterdessen „E“ – E‑Coaching als ein adäquates Format

More travelling, increasingly flexible working hours, omnipresent technologies, more complex tasks: coaching using digital channels and tools perfectly dovetails with modern work routine. This article explains what virtual coaching is (and can be) and presents the variants blended coaching and immersive coaching. The advantages and potential points of criticism of virtual coaching are also described. Finally, the seven phases of the ideal-typical virtual coaching process are presented.     

Der einäugige Riese: „Lösungsorientiertes Coaching“ Vom Unsinn einer problematischen Fokussierung

Solution-orientated coaching. The nonsense of an one-sides focus The Author discusses the disadvantages of the solution-orientation approach in coaching. With respect to some prejudices in theories of psychology, the dangers of an one-sided solutionorientation are analyzed. Without an understanding of intrapsychic conflicts, solution-orientated interventions may reinfore dysfunctional coping mechanisms in the client. The unconscious attractiveness of these intervention techniques for people with bonding disorders is shown. In a case example, the difference between needs and avoidance as an alternative approach is discussed.     

Einführung von Coaching Ein Schulleiter kann es nicht immer allen recht machen

Coaching with a headmasterThe author describes a coaching process with a headmaster in difficulties, who always wants to please everybody. He lacks the necessary professional delimitation. Though refusing it initially, he recognizes the necessity and the advantage of a professional delimitation. By utilizing it in small steps, his contacts to the parents improve, he has more time for his administrative work, and he feels less oppressed by his tasks.     

Coaching bei Konflikten in der ?ffentlichen Verwaltung

This paper discusses conflicts in teams working in the public administration. It starts with a definition of conflicts and the discussion of special terms and conditions, which determine conflicts within the public administration. As such conditions, the shortage of resources, the high degree of specialisation of the employees and the low degree of fluctuation are examined. Finally, a case study is described.     

Kann denn Coaching Führung sein?

May coaching be leadership? An analysis of literature on the term coaching. An analysis of the German-speaking literature about coaching shows for what the term Coaching or rather the title coach is used in actual publications dealing with the leading manager as a coach. It becomes apparent, that coaching is not seen as a specialized advisory profession. Instead the term is used as an alternative expression for leadership vocabulary as management style or managerial functions. The elaboration of terms and concepts concludes, that semantically it is meant leadership when it comes to the concept of the coaching manager. To be an exception, the management by systemic approach forms a brand-new perspective about organizations. However, to give respects to the German-speaking coaching community there should be a difference between leadership and coaching as well as notions and titles should be used more accurate among professional management coaches.     

Braucht Coaching eine philosophisch begründete Ethik?

Does coaching need a philosphically substantiated ethics? On the foundation of a systemic value oriented imperative for coachingThe general claim that coaches have to take responsibility for their clients is in contrast to the low interest in scientific discussion about ethics in coaching. One of the reasons for that seems to be the fact that this discussion is dominated by systemic thinking and its conviction that ethical aspects should be discussed as matter of contingency. From a philosophical point of view we can realize that this statement contains many ethical implications. Concerning a further development of coaching theory the author discusses these implications with regard to philosophical concepts of Kant, Habermas, Prange, Heidegger, Bauman and the Dalai Lama leading to the suggestion that systemic thinking should be more based on value orientation. On this theoretical grounds an ethical coaching imperative can be formulated with regard to the “categorical imperative” of Kant.     

Coaching für ?rztinnen in der Facharztausbildung

The article describes a form of group coaching for female physicians during their medical specialty training. The basic approach of the coaching is solution and resource oriented and it comprises five sessions. Participants from different departments are given the opportunity to discuss aspects of their recent working experiences under professional guidance. Participants are therefore able to determine the topics to be discussed by themselves. Interest in the offer of coaching was very high and participants who completed the five sessions rated it very positively. The positive feedback allows us to conclude that as few as five coaching sessions can have a positive impact and can be of support for this target group.     

Coaching im Mittelstand – Wer ist der Mittelstand?

Medium-Sized companies usually have a specific organizational structure and corporate culture. This has implications for Human Resource Management, which is less systematized in medium-sized companies in comparison to larger organizations. What does ?medium-sized business“ mean and who is meant with that? Which typical values form its culture? What are the specific conditions for coaching in medium-sized businesses? Does a coach need special qualifications for this sector? This paper attempts to answer these questions and stays close to the everyday business of medium-sized companies. Concrete Examples will explain specific topics and coaching solutions for medium-sized businesses.