E-Coaching: Prozess- und Ergebnisevaluation des„Virtuellen Zielerreichungscoachings“

The authors present the design and first results of an ongoing research project. The main emphasis of the research lies on observable and mental processes of the coach and the coachee in and between coaching sessions as well as for the coachee after the coaching. The research is based on a particular e-coaching format named “virtual goal attainment coaching”, consisting of telephone-based coaching sessions combined with by internet mediated questions that the coachee answers with support of the coach. The ambition of this particular type of coaching, since based on empirical findings of coaching success factors and combined with modern media, is to generate excellent results within a short amount of time. Preliminary findings confirm the efficiency and effectiveness of this blended coaching program.     

Containment im Coaching

The psychodynamic concept of containment in coaching describes a process where the coach takes on, digests and returns emotional tension, unresolved conflicts und unconscious acting out of the coachee. Using two case studies the article develops the basic elements of containment in coaching. In addition to this interpersonal dimension of containment the article also highlights the structural dimension of containment — to provide sufficient space and conditions for thinking and processing emotional turmoil.     

Evaluation des systemischen Verfahrens High Profiling Coaching

High Profiling Coaching? is a method which is based on a biographical interview of the coachee. The interview is then analysed hermeneutically by a team of experts resulting in a competence profile. This profile is handed over to both the coachee and the coach before the start of the coaching process. Thus the face-to-face interaction in the coaching process will be reduced. Methods of qualitative research were used to conduct the evaluation of High Profiling Coaching. The criteria ?reason for coaching“ (voluntarily vs. involuntarily) and ?way of learning“ (Single-, Double-Loop or Deutero learning) were shown to be essential for the evaluation of the method. Using this approach, it was possible to identify the optimal range for applying the method and to assess its sustainability.     

Verordnetes Coaching — und Möglichkeiten und Grenzen zur Organisationsentwicklung

Prescribed coaching — and chances and limits of organization development On the basis of two case studies it is shown how and under which conditions ?prescribed coaching“ can become effective for the coachee as well as for the organization. With that the Kühl-thesis, coaching was nothing but a placebo for the organisation, is at least partly refuted.     

Motivational Interviewing im Coaching

Motivational interviewing (MI) has proved itself empirically as an effective interviewing framework in various therapeutic contexts, in which establishing an intrinsic motivation to change is the most important goal. Using case studies, we show for which typical coaching requests MI can be useful. The combination of the spirit of MI and its specific interviewing techniques allows the coach to deal safely and helpfully with ambivalence and resistance of the coachee. It helps the coachee to resolve ambivalence and to make change-related decisions. Because of its complexity, we suggest an integration of MI in curricular coaching training and the empirical research of MI effects in the context of coaching.     

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 für das Führen von Trennungsgesprächen

Coaching for the carrying out of outplacement talksThis paper describes a coaching process with an executive, who has to carry out outplacement talks. The aim of the consulting process is to prepare the coachee in a way, that he is able to accept his role as executive and to carry out the order of the company. Further on, the coachee is encouraged to use his own potential to design the outplacement talks. Finally he is invited to develop arrangements in order to support his personal physical and social wellbeing as well as his fitness in respect of the extreme situation of the outplacement management.     

Interne und externe Coachings in Unternehmen

When organizations employ coaching as an instrument for personnel development, the question arises whether they should opt to engage internal or external consultants. In a first step, this article identifies the characteristics of internal and external coaches by means of a series of criteria. It then goes on to discuss the factors which influence the suitability of choice between an internal or external coach at the level of the organization, in terms of the coachee and in terms of the coach. It becomes apparent that there is a situational consideration of the advantages and disadvantages. The article concludes with an actual example which demonstrates possibilities to combine the advantages of internal and external coaching.     

Die Bedeutung von Vertrauen im internen Coaching

This article addresses the interface of personal trust and trust in the organization in internal coaching taking particular account of the fact that the coach is part of the organization. The consequences of the mode of assignment, i.e. the circumstances under which the coaching is initiated, the importance of neutrality, discretion, voluntariness and the importance of the coachee??s previous experience with the organization are discussed. The article also explains which aspects affect trust development and how trust building in internal coaching can be improved.     

Imaginatives 360-Grad-Feedback

Nowadays 360 degree feedback has more and more found its way into organisations and companies. In this context, coaching is often provided or requested as a "follow up" intervention. This means in detail that results of the peer evaluation of the feedback as well as discrepancies with the client’s self-assessment (self-perception) etc. will be discussed. The aim of this article is to show that imaginative 360 degree feedback can be integrated in individual coaching especially applying the methods of psychodrama as well as gestalt therapy even without being based on a 360 degree feedback. This method primarily provides external coaches with basic information about the organisational setup of the coachee (person to be coached) as well as information about his/her professional environment.     

Implizite Theorien über Lernen und Veränderungen durch Coaching in Organisationen – Eine empirische Untersuchung

There are many different ways to understand and use coaching in organization which are influenced by the organizational culture with different basic assumptions about learning and change of humans. The question is on behalf of which implicit theory the members understand and develop their organization. The goal of the following investigation is to describe these implicit theories of change. Therefore a large sample of human resource managers were interviewed about assessment criteria for coaches, coaching topics, expectations on coaching, attitudes on coaching and the impact of coaching in their organization. The results show that there are no distinguishable patterns in the formal coaching processes but clear und different types of implicit theories about coaching. Finally some implication for coaching in organization and for external professional coaches were made.     

Zur Aktualität des Kompetenzbegriffs und zur Bedeutung der Kompetenz-entwicklung für das Coaching

The popular use of the term “competence” and the significance of competence development in coachingThe term “competence” is frequently used by employers, employees, trainers and authors alike, though in many cases the concept behind this term might differ considerably. But what does competence really mean, how does competence differ from other concepts like qualification, ability and skill and what is essential in developing competencies? If competence is seen as a disposition of self-organization, it helps people to solve unknown and difficult requirements based on their knowledge. The basic aim of coaching is the development of job-related competencies. Particularly social and personal competencies can be highly improved and enlarged by coaching. Thereby the coach takes the role of a consultant, who assists the coachees during their learning process and supports them with appropriate methods and tools.     

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.     

Selbstmanagement-Entwicklung durch coaching?

Development of self-management by coaching? An expert survey on the promotion of self-management competenciesThe much-discussed assumption that business coaching promotes clients’ self-management competence was explored through an expert survey. In a qualitative questionnaire study, 20 professional coaches provided information on their conceptual understanding of self-management, their approaches to promoting client self-management and on strategies employed to assess intervention outcome. In addition, coaches specified the obstacles and constraints clients encounter when transferring improved self-management skills into everyday working life. The results corroborate the relevance of the self-management concept in a coaching context. The benefits resulting from an increased consideration of self-management processes in coaching research, vocational training courses and day-to-day coaching practice are discussed. The use of theoretical concepts which provide a guideline is recommended.     

Rolle und Aufgaben von Coaching im Veränderungsmanagement bei McKinsey

Roles and tasks of coaching in change management at McKinsey The author describes the necessity and special challenges of coaching in change situations. Focus target group are executives in key positions as well as explicitly appointed change agents. As success-established concept she describes a succession of group coachings with parallel and following one-to-one coachings as well as peergroup coachings dealing with current challenges during the change process. Finally, the author refers to important basic conditions with the implementation of such coaching concepts, as well as on effects for consulting firms.     

Konfliktcoaching für neu ernannte Führungskräfte

Conflict coaching with recently appointed managers The author discusses conflict coaching with recently appointed managers. It is a basic premise that newcomers first have to prove as managers in the eyes of their colleagues, otherwise a great variety of complications may emerge. These complications are determined by the way the manager is recruited, by the situation of his predecessor and by the specific organizational task. Accordingly, in coaching processes these different conflict eventualities have to be dealed with in different ways.     

Coaching in der Psychotherapie — Psychotherapie im Coaching

The author seeks a deeper understanding of the relationships between coaching and psychotherapy. He reflects first of all his own practical experience as psychoanalyst, coach, and as trainer/supervisor of coaches and psychotherapists. Therapy, he says, develops a long-range-approach of alleviating symptoms and helping to strengthen potentials in a close relationship between therapist and client. Coaching is more focused on short, exactly aimed interventions and acute problems in the relationship between the coachee and his job. Professional exchange between therapists and coaches should be encouraged, because therapist often are deeply ignorant of the professional reality of patients, and coaches tend to underestimate the relevance of personality problems which work against rational organizations of professional development and constructive relationships in teams.     

Gruppencoaching für Führungskräfte

Group coaching for managersIn this article the concept “Group coaching for managers” from Siemens Learning Campus is introduced. The reasons, goals, requirements, advantages and limitations of the concept are presented. Furthermore, the themes which managers bring to coaching and the methods which are used to work on solutions and clarification are described.     

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.     

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.