Spiritualität im Coaching

There is only poor research and psychological orientated application of spirituality in the field of coaching in Germany. Addressing the sacred in coaching or counseling is a kind of taboo in Germany. We need to define the term of spirituality and we have to find ways how spirituality could be integrated even in coaching training and coaching practice—not in a popular way but in way that is psychological orientated and evidence based. There is a lot of research that shows clear benefits of integrating a spiritual perspective in psychotherapy and medicine. Could we assume the same benefits for coaching clients?     

Coaching — Performanceorientierung und Managererwartung

Coaching — orientation on performance and expectations of managersThe author discusses the up to now controversial question what managers are thinking about coaching. The inquiry, developed in the Free University of Amsterdam, asks also for the expectations on coaching. The author finds out, that issues of leading take priority and that not only crises and conflicts are reasons to ask for a coaching, but also desires to improve the personal performance.     

Coaching als Befähigung

Coaching as an instrument of staff development is becoming increasingly popular. The different coaching concepts comprehend praxeological and methodological orientations, and their metatheoretical base often remains largely unreflected. This paper situates coaching as a distinct profession with a stand-alone approach within the sciences. In the sense that coaching processes transcend conflicts and presented topics on underlying needs attributed to significant connection points to the theories Johan Galtung and the “capability approach” resulting in the tradition of Amartya Sen and Martha Nussbaum. This is preceded by a meta-theoretical localization of the process of a praxeology of coaching.     

Mediation und Coaching — ein Vergleich

Mediation and coaching — A comparisonMediation and coaching — two terms which have generally gained familiarity in the last decade. Nevertheless, it is still mostly experts who know what is inherent in these concepts. This comparative analysis will therefore first explore and compare the origin and development of mediation and coaching. With reference to the relevant literature, the methods and strategies of these two forms of intervention will subsequently be presented. After discussing these topics, the paper will examine the personal prerequisites, i.e. the competencies, knowledge and skills that should be required of a mediator and coach. The author hypothesises that the highest degree of correspondence and congruency found in the comparison will be in regards to these prerequisites.     

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.     

Coaching für die Schulentwicklung

Coaching in school development The author focusses on coaching as a method of school development. In most cases school development is designed as organizational change realized by external experts (change agents). In contrast to this procedure, the author favours a school development by internal persons, especially by the principals of schools. It is argued, that if they are carefully coached during the whole process they are much more likely to succeed in developing the whole system.     

Gibt es „interkulturelles Coaching“?

The definition of intercultural coaching depends as well on expectations and objectives of the clients as on underlying concepts of culture. To detect the required competencies of the coach we differentiate between coaching as intercultural learning, coaching in inter- and multicultural contexts and transcultural coaching. Taken these perspectives in mind, culture is and cultures are immanent dimensions in all coaching processes. Hence, in a globalized world of hybrid cultures and individuals the coach needs to use culture(s) as reflexive resource for any kind of coaching process and session.     

Ressourcenorientiertes Coaching für arbeitslose Akademiker

Resource oriented coaching with unimployed academicsThe author delienates a coaching process with an unemployed scientist looking for support in completing her thesis and in coping with her unimployment.     

Coaching und Psychotherapie — Differenz und Konvergenz

Coaching and psychotherapy — difference and convergence. A discussion on counseling between professional and personal issuesThe author discusses the relation between coaching and psychotherapy. He emphasises several crucial differences, but here he is concerned with the interfaces between these formats. He demonstrates, that in many cases psychotherapeutic views — basing on corresponding qualifications — may offer an important improvement of coaching. This is illustrated by some case studies.     

Coaching‐Kompetenzen: Behauptungen und Kritik

The term “competence” is widely used, but hardly ever defined. The author combines the four levels of evaluation sensu Kirkpatrick, Evaluation of training, Training and Development Handbook (1976) with the three dimensions of quality management to review continuous assumptions of competence in the light of a theoretical model. He concludes that competence remains to be seen as performance by improvement in practice.     

Coaching und Wissenschaft – Geschichte einer schwierigen Beziehung

The contribution traces the history of coaching and its relationship to science. First-generation pioneers have based the development of their concepts on then current scientific foundations. Pronounced scientifically oriented approaches, such as the Evidence-Based Coaching, however, emerged only after the pioneering phase. In the second practitioners’ generation, following the pioneers the relationship to science is mostly declining. Here, the top 50 in the internet popular training programs differ between the U.S., UK and Germany. The article closes with a discussion of alternative possible developments of coaching in the future third generation and its relationship to science.     

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.     

Coaching für japanische Migranten in Deutschland

Compared to other minority groups, Japanese migrants in Germany are regarded as privileged and homogeneous. The author argues against the stereotype of homogeneity and closely analyses this particular migrant group and its situational, heterogeneous necessities and objectives which motivate the use of diverse coaching methods. In addition, the author discusses traditional hierarchical values in the home culture which tends to project a role model in a coach. The mixture of Japanese migrants’ heterogeneous needs in coaching and their hierarchically homogeneous values cannot be adequately addressed by the application of conventional coaching methods in Germany.     

Interkulturelles Coaching – eine komplexe,systemische Herausforderung

Intercultural coaching takes place in the highly complex reality of a globalized world. The coachee is an individual acting in the situational context of his assignment and his corporate culture. He has been socialized in his own culture, but is communicating and interacting with people who have been socialized in different cultures. In order to identify and solve problems, all three aspects (person, situation, culture) have to be considered. Some aspects may have more influence than others may, but they combine in a closely interwoven system. The authors outline the theoretical background of intercultural coaching and illustrate the process with case studies.     

Die Bedeutung des Mentalisierungskonzepts für Coaching

For executives it is essential to interact and resolve conflicts in order to gain or maintain a high level of functioning within the organizational structures. Therefore they must be able to understand the intentional mental states of themselves and their interaction partners to ascribe an adequate meaning that allow to react and respond in an appropriate way. This ability is called mantalization. With the help of mentalization-based therapy (MBT) the improvement of mentalization can be accomplished. For this reason the department of Theory and Methodology of Counseling at the university of Kassel explored whether a mentalization-based Coaching inspired by MBT would be useful.     

Übertragung und Gegenübertragung im Coaching

The author describes the use of psychoanalytic concepts in coaching work. At first, the classical issue of transference and its modern forms will be discussed, later the classical issue of countertransference and its modern forms. Finally, the author presents two case studies on transference and countertransference in coaching work.     

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.     

Implementierung von Coaching für Schulleitung und Schulaufsicht

Implementation of coaching for principals and supervisory school authorityGerman schools will have to improve the quality of their work to be able to compete on an international level. School development is also personnel development. Establishing professionalism of school executives (among others by coaching) plays a major role in this matter. First of all the author describes the implementation process of internal coaching for principals and thereafter for officers of the supervisory school authority. In doing so, he also points out problems that can arise during such a project. The evaluations of surveys prove the acceptance and importance of coaching for this target group. Finally, possible future coaching offers for school executives are addressed.     

Coaching für einen Dozenten in einer Weiterbildungseinrichtung

Coaching with a lecturer in a retraining institution The author presents an individual coaching with an IT-lecturer, who recently has begun to work as lecturer. His motive was a conflict with a member of the course. His communication and leading style was discussed and improved by new behavior patterns. After that, in a communication training with the total group, who had also difficulties with this group member, a reintegration of this person was achieved by a role play and the atmosphere in the group was relieved.