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.     

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.     

Implementierung von Einzel-Coachings im Rahmen eines Führungskräfteentwicklungs-Programms in der öffentlichen Verwaltung

Coaching has become an integral part of systematic management development. This article describes the successful implementation of an individual coaching as an essential element in a leadership development program, that is based on the author’s practical experience. Moreover, the article presents the conceptual framework of the development program, the understanding of coaching and the underlying process. Effective internal marketing, transparency about the coaching process and an emphasis on voluntary compliance are emerging as success factors for the sustainable establishment of the coaching offer.     

Die Coachingkultur als Wirkfaktor

The coaching culture as an impact factor on the efficacy of Coaching has rarely been addressed in scientific research so far. This article differentiates the coaching culture in aspects of the organizational embedding and attitudes towards coaching. The results of the quantitative study, where N = 49 members of organizations took part, show that the coaching processes are conducted in diverse ways, that the format is being applied for a broad range of issues and that the attitudes towards coaching lead into a positive direction. As a significant predictor for the judgement of coaching effects the reputation of the format in the organization was identified.     

Freiburger Erfolgsfaktoren-Coaching

Grawe??s consistency model provides a theoretical basis for a deeper understanding of coaching in general and the change process that successful coaching must create. The Freiburger Success Factor Coaching presents an approach that is committed to its scientific foundation. The four critical success factors are derived from the consistency model and neuropsychological research: resource activation including the coaching relationship, clarification, accomplishment and problem actualization.     

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.     

Coaching für Führungskräfte in der Sozialen Arbeit – eine empirische Bedarfsanalyse

Coaching for executives in social work – an empirical study on consultancy needs. Executives in social work see themselves under special demands to balance the necessity to cope with public cost cutting requirements on the one hand and the design of organization structures which are to master future challenges on the other. In order to adapt coaching to the consultancy needs in this field, 96 executives working in social facilities in Thuringia were interviewed with a view to their potential consultancy needs, in particular with respect to their management functions and leadership challenges. This investigation showed a high degree of acceptance for coaching and differentiated consultancy needs in the dilemma between economization and quality oriented social work. A preliminary competence profile for coaching personnel is derived thereof.     

Qualitativ-diskursanalytische Erforschung von Coaching-Gesprächen

“What is happening in coaching?”—this question is given two readings in the current article: Coaching is understood as consulting business and as consulting interaction. With respect to the first reading, i.e. the coaching market, the trans- and interdisciplinary research group LOCCS (The Linguistics of Coaching, Consulting and Supervision) is introduced, dedicated to qualitative-linguistic analysis of coaching and other consulting interactions. With respect to the second reading, i.e. the coaching interaction itself, the special contribution of such qualitative-linguistic analysis will be outlined. With the help of concrete examples, we will illustrate this method and its benefits.     

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.     

Der Einsatz von Tablet-Computern im Coaching

There is meanwhile quite a large number of programmes (apps) available for tablet computers which can be used during Coaching. They can be used by coaches for preparation and consolidation, during coaching sessions and by clients themselves in times when they are not in contact with their coaches. This article presents application fields and discusses frame conditions for the use of tablets in Coaching.     

Interkulturelle Kommunikation als Voraussetzung für interkulturelles Coaching unter Berücksichtigung der rumänischen Kultur

Professional coaching in intercultural contexts requires adapting the “tool” of coaching to this specific focus. Coaching in intercultural contexts is based on a thorough understanding of intercultural communication. History, and specifically social history, of cultures and nations are essential to understanding intercultural processes. The intercultural coach also needs to possess advanced foreign language competence in order to communicate meanings in the target language.     

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.     

Entwicklung von Schulleitung durch Gruppencoaching

Development of head masters by group coaching In discussion on school development, a central role is attributed to the head masters. Beside these expectations concerning an innovative activity, the head masters act for the maintaining of the everyday school functioning in the context of very different and partly conflicting expectations. Coaching may give a support by refering immediately to the everyday work of the head masters. This article focusses on group coaching, outlines the special procedure in group coaching and compares it with other forms of personal development of head masters.     

Hier ist dort – Coaching auf dem Weg in virtuelle Beratungswelten

When it comes to Online Coaching in its different forms, there is now an increasing number of publications to describe possible fields of application, concepts and prerequisites. In contrast to that, the following article focuses on the coach-client encounter, and how it changes in virtual coaching formats as opposed to face-to-face coaching. The article presents ideas on how big a role changes in sensory and communicative aspects might play, and reflects upon the consequences these changes imply.     

Coaching als Methode und/oder Profession?

Experts are discussing coaching as well as a method and/or as a autonomous profession. The article tries to differentiate and define both versions. It is quite possible, that coaching can be interpreted and used as a method. Therefore coaching could be available for other professions like supervision or therapy. In contrast to this coaching as a profession is a independent part in the rank of other professions in service industries. To become such an own profession coaching has to fulfil a lot of processual criterions. Analyses of current discussions subjecting coaching proved that it is rushed to speak about a consolidated phase of being an own profession. Coaching is rather at the beginning of a promising and successful way to become an autonomous profession in the near future.     

Make or buy? That’s the question!

The author discusses the question if and in which HR processes, tools or programs the implementation of an internal coach pool makes sense or where companies should continue to buy this service from the external market. For this purpose the article introduces a definition of internal Coaching. The central concept of this outline is a blueprint of an offering of internal or external coaching. The author presents a generic model for the analyzing the risks of such a project, which increases the probability of a decision which leads in the right direction. The author concludes that internal coaching makes sense in specific settings e.g. in order to ensure the ROI of learning opportunities. If this however in every situation has to be called “Coaching” should be discussed in the context of another essay.     

„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.     

Coaching von etablierten Professor/innen

Coaching for professors is increasingly gaining in importance at German universities. Especially the more established professors are challenging to reach. This article identifies and analyzes the established professors as a target group for business coaching in academia. Unique requirements concerning their management tasks and professional role are presented. Basic reasons for coaching of established professors are demonstrated in three characteristic case studies from practical experience.     

Coaching und Internet? Chancen und Grenzen des Internets für Coaches und Klienten

Coaching and internet? Chances and limitations of the internet to coaches and clientsThis article describes potentials and limitations of Internet-based coaching and counseling. It focuses on the capabilities of the Internet as a medium of information and communication and its significance for coaches, clients and newbies. Some suggestions are given on how coaches and clients could use the Internet for working purposes. The necessity to analyze and integrate important medium-specific, individual-specific and interpersonal factors should be kept in mind. This follows the fact that they function together in a dynamic way, as the media-ecologic model of Döring (2003) postulates.