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.     

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.     

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.     

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 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.     

Coaching,Supervision und die vielen anderen Formate Ein Plädoyer für ein friedliches Zusammenspiel

Coaching, supervision and many others formats. A pledge for a peaceful playing togetherIn this speech the thesis is justified, that a distinction of the different formats like coaching or supervision can only be successful, if they are discussed in a democratic dialog by all stakeholders. Only if such an agreement succeeds, it can be accepted in public.     

Qualitätsmanagement: Entwicklung,Problemfelder und ein integrativer Lösungsvorschlag

Quality Management: History, problems and an integrative modelStarting with a critical examination of the history and the commonly known concepts and systems of Quality Management, the paper discusses a broader understanding of quality in a genuinely managerial perspective. This is shown by generating and applying five basic dimensions of the quality concept. An integrative concept of Quality Management is presented.     

Qualitätsmanagement und Qualitätssicherung im Coaching

Quality management and quality assurance in coaching Presently, there is an apparent discrepancy between the demand for and the lack of quality discussion in coaching. In both the professional continuing education or staff development respectively and in psychotherapy these quality discussions have been led for a long time. These quality discussions are investigated according to a benchmarking. This article aims at transferring applicable knowledge from these working fields to coaching. Additionally it is focused on minimal standards in coaching which are already recognizable. Finally, conclusions are drawn with regard to urgent objectives around quality management in coaching which have to be achieved in future.     

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.     

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 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.     

Zehn Jahre Format und Verfahren in der Beziehungsarbeit

Ten years format and procedure in relation oriented work. On the reception of a significant distinctionIn this article the diffusion of the distinction between format and procedure is described within the fields of psychodrama, supervision und coaching over the last ten years. Furthermore the significance for professionalization of relation oriented work is demonstrated.     

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.     

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.     

„Ich würde gern weitermachen“ Vom problemorientierten Coaching zur anlassfreien Beratungsarbeit über längere Zeit

?I would like to continue“. From the problem oriented coaching to an unintentional and open-ended counseling When coaching clients ask for more sessions even after the ?problem“ has been solved they might indicate a lack of reflective situations in their life. This creates an interesting dilemma for coaches to operate between the rules of the profession and the challenge to provide a peculiar space of conversation. Unintentional and open-ended, this reflective work may lead the client to surprising discoveries and unforeseen insights. Such a work confronts the guild of professionals with old-new questions of professional self-definition.     

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.     

Strategien des Konfliktmanagements

Strategies of conflict management. Coaching, supervision and organisational development in comparisonHow do different kinds of professional consultants engage in conflict management and what do they concentrate on most in their consulting work? This article explores and compares the approaches of professional coaches, supervisors and organisational consultants, focussing on the central differences and commonalities of the consulting approaches that emerge from three case studies of conflict resolution. Whereas coaching, relying on the idea that conflicts in a business are best addressed by leaders and a top-down strategy, trains executives in conflict resolution, supervision and organisational consulting emphasize a participatory model that involves all the affected parties in conflict resolution. The author considers the various consequences these approaches have for those seeking help, as well as the substantive and methodological differences become evident in the course of consulting sessions.     

Mediation benötigt Coaching und vice versa Ein symbiotischer Einzelfall aus der Arbeitsweltmediation

Mediation needs coaching and vice versa. A symbiotic singular case of business mediation.Business-mediation differs from coaching particularly by a very much structured operational sequence. In the described case mediation was brought to a partial success oddly enough by the offence against these process steps and by the employment of systemic coaching intervention techniques. A thought experiment realizes that coaching without mediation would not have better solved the conflict. At least in this individual case, mediation and coaching are one on the other dependent.     

Die Bedeutung von Coaching für die Identitätsentwicklung von Führungskräften

The significance of coaching to the identity development of managers The author discusses the difficulties of managers to conceive their professional identity. Regarding the background of modern organization structures in ?our postmodern times“, they are demanded to define their roles again and again by themselves. Traditional concepts of identity, like those formulated by the psychoanalysis, nowadays are obsolete. The approaches of the symbolic interactionism are much more applying to the actual demands of ?identity work“ of managers. Coaching, that integrates procedures of dramatherapy, is thereby capable to support the development of a suitable management identity.     

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.