Coaching und/oder Supervision

The author discusses the decision of the “Deutsche Gesellschaft für Supervision” (DGSv), that clinical supervision and coaching are the same. On the one hand, the problems in the market for the clinical supervision are comprehensible, but on the other hand, the formats have very different histories, different target groups and different images. Therefore the wording “supervision and coaching”—used like twins—is a confusing one, particularly with regard to a forward-looking professional development.     

Supervision und Coaching im Feld der klinischen Neuropsychologie

Supervision and coaching in the field of clinical neuropsychologyThe author discusses the special importance of supervision and coaching in the clinical neuropsychology. At first, she shows the origins of both consultation forms, then she discusses supervision and coaching as methods of quality management in hospitals as well as their importance for the patients as vocational rehabilitation, before they return into their jobs.     

Supervision und Coaching als interne Beratungsangebote in der Bundesagentur für Arbeit

Supervision and coaching as internal consulting in a great public administrationThe author describes the process of the implementing of supervision, coaching and practise discussion in a great public administration. The difficulties of such an intention are shown, which appear, if an organization has no experiences with these formats and the decision makers have no background knowledge. Furthermore it is explained by which measures an institutional anchorage was possible. Because the process is not finished yet, a view of further developments is given.     

Was heißt „systemisch“ in Supervision und Coaching?

The author discusses a book of Stefan Kühl about supervision and coaching, who presents a system theoretical background for the analysis of supervision and coaching. He defines them as “person oriented counselling” and he postulates that there hardly exist a difference between these counselling formats. The author relates to the writings of Niklas Luhmann about organisational phenomena. Following Kühl, the main concern of supervision and coaching are conflicts with different severity. He discusses different settings, the problems of evaluation and of charlatanism, the paradoxicality in the self presentation of counsellors and the specific effects of person oriented counselling.     

Ausbildungssupervision im Fokus der Expertiseforschung

While supervision is well established in the formation of consultants and psychotherapists, it is seldom offered in trainer formation. Recent research on the behavior and cognition of experts in complex dynamic domains suggests that trainers widely use implicit knowledge structures for their professional activities. These structures, however, are not necessarily accessible to conscious reflection. Supervision respectively coaching supports changes of such implicit knowledge structures and also supports the development of professional expertise. It is recommended to implement such support and counseling as an obligatory requirement in the formation of trainers.     

Supervision von Coaching

To the extent that coaching establishes itself as a consulting format for professionals, professionalization and quality assurance of coaching become increasingly relevant. One instrument towards professionalization and quality assurance is coaching supervision. The author defines coaching supervision and describes its various functions. The “seven-eyed” model of supervision is explained. Next, the question to what degree coaches actually take part in supervision is addressed by summarizing extant empirical studies. The article ends by describing characteristics of the publication scene on coaching supervision and by providing an outlook for future research.     

Der Coaching-Boom. Eine Printmedienanalyse

From its very beginning executive coaching has been suspected of being a consultancy fad. To meet with the fashion point there are three standpoints: (1) Executive coaching is a real competitive social innovation; (2) it is both, a fad and an instrument for coping with problems; (3) executive coaching is almost ignored as sheer fashion phenomenon. The article takes a fourth account by showing that the fashion verdict applies only for the booming coaching literature whose rate of expansion exceeds all rates of comparable issues like human resource development, leadership development, clinical supervision, and mentoring. In contrast in organizations executive coaching is of little importance. What is more, the discussion of coaching fails to keep up with recent organization science’s standard of knowledge.     

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.     

Reflexion berufsbezogenen Handelns? Ja, aber wie?

Reflection on professional practices? Yes, but how? An empirical study on Supervision in academic education at Universities for Social Work in Germany Supervision today is a common element of the studies of Social Work nowadays. The question of what should be the contents and aims of learning in relation to supervision vary however. Often supervision in academic education is an appendix of a more theory based curriculum, or it is a central hinge between theory and practice. The members of the teaching stuff are often internal lecturers without special skills in relation to supervision, or otherwise they are trained supervisors without skills in relation to the application of social work The payment for external supervisors often considerably falls short of the market prices. Empirical studies on the impact of supervision in relation to the development of professional skills for the social practices of social work and the professional identity are missing.     

Coaching für Wissenschaftler in der au?eruniversit?ren Forschung

The author presents a concept for introducing a coaching programme in a non-university research institute with the aim to strengthen scientific excellence. The paper analyzes requirements for coaching that result from characteristics of scientific work and derives steps for implementation. The results are: (1) There is a tension between individual career objectives and short time organizational goals related to external research funding and commissioned research; (2) coaching should be introduced primarily as individual career coaching; (3) an important challenge exists in sensitizing leading scientists to address this tension between individual career objectives and organizational goals more actively. The paper discusses the relationship between individual consulting and more general organizational goals in science coaching.     

Abusive Supervision und die Konsequenzen f��r die Coaching Praxis

Abusive Supervision refers to sustained perceptions of hostile leader behavior. So far, it is mostly understood one-sidedly as a sort of dysfunctional leadership style, neglecting any influence of the addressed follower(s). In contrast, this article conceptualizes Abusive Supervision as a persistent pattern of leadership interaction: It may emerge when leader and follower construct the reality of their interaction in opposing ways and see their own behavior only as reactive to the negative behavior displayed by the other. Implications for coaching practice are discussed.     

Psychiatrisierung, Personifizierung und Personalisierung Zur personenzentrierten Beratung in Organisationen

Psychiatrization, personification and personalization. Individual-centred consulting in organizations The individual-centred consulting already achieved high popularity in supervision and coaching. Based on system theory this article aims to define the functions of individual-centred consulting approaches — such as supervision and consulting — for organizations. The function of person-centred consulting is less an obvious manifest function of human resources development and more an invisible one for isolating conflicts in special interactional contexts. The organization achieves protection of its structure through coaching and supervision, because it is able to isolate its conflicts interactionally and therefore these conflicts remain to a large extent without any consequences for the organization.     

Face-to-Face wird überbewertet – Telefoncoaching aus Klienten- und Beraterperspektive

Claudia Bredt talks to Dr. Andreas Knierim about her experiences with telephone coaching from a client and consultant perspective. Claudia Bredt has been using the medium telephone for several years as a format for supervision and coaching. She combines face-to-face sessions with telephone consulting. At the same time, she has also experienced the good effects of telephone coaching herself as a client.     

Supervision in der Gesundheitsförderung

Supervision in mental-health A brief outline of supervision as such is followed by a specification of supervision in the pretherapeutic field of mental-health. Here, supervision has an identity promoting function as well as a didactic one for the leaders of workshops and seminars. Using short sequences of group supervision, the psychoanalytic method is demonstrated. In the course of the supervisory process mirror phenomena of the participants’ psychodynamics can be observed as well as the dynamic of the employing institution (open questions and conflicts) and their interference become visible. Supervision in mental-health is useful for securing the quality of the standards of the work, serves the mental hygiene of the leaders, and promotes the development of the organisation.     

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.     

Coaching als Instrument zur Aufrechterhaltung der Machtstellung von Männern in Organisationen

The author discusses the question why the counseling format coaching was able to achieve such a dominant position in the market compared with other formats like supervision or organizational counseling. A point of view specific to power-and gender-related issues and the sociological concept of hegemonial masculinity (Connell) form the starting point to explore this question. Due to its origin from the field of competitive sport and based on its objective target as an instrument for human resources development (Schreyögg) the counseling format coaching serves values and role models typically attributed to men (successful, winner, potent) in an ideal way. Therefore it nourishes established models of hegemonial masculinity in organizations thus contributing to consolidate and safeguard the position of power of men, when it is used in an unreflective modality. With this in mind coaching acts in particular through segregation and as a place to reinsure masculine role models.     

Aus Fehlern Iernen

Learning from blunders. Experiences of an executive coach with problems and solutionsNot too often, even rarely, we are in a situation to talk about blunders or shortcomings within our coaching community. That really is a pity, because a discussion like this combined with reflection and feed back is the best and only way for a coach to avoid professional mistakes in his future. So this article is “somehow another kind” of contribution. The author reports his own 18 years of “blunder-experience” as well as professional mistakes of other coaches which he observed in mentor coachings and supervisions, he suggests outcomes, consequences and solutions. Topics are: Anger, aggression and “struggles of power” within the coaching process; dependence versus (internal) independence of a coach; transference and counter-transference within the coaching process; peanut politics within a coaching process. Result: the coach himself, his core values, his boldness directed to social risks and to natural consequences — combined with appreciative conversation and respecting clients — makes out the core dissolving capacity. Without mentor coaching and professional supervision every coach would be trapped into his personal “trap of mistakes” — and even worse: without recognizing this dilemma.     

Ausbildungssupervision per E-Mail — Möglichkeiten und Grenzen

Internet-based supervision for trainees — possibilities and limitations This paper presents an internet-based supervision concept for trainees in development aid projects, that has been designed at the KFH NW / University of Applied Sciences in Aachen (Germany). Based on a phase model, the article highlights requirements of email supervision in content and method. Furthermore, it reports results from a study with former participants of email supervision. Possibilities and limitations of internet-based supervision are discussed. Conclusion: Although email-supervision cannot be considered as an equivalent alternative to face-to-face consultation, it could be a useful methodical variation of supervision and coaching.     

Die Professionalisierung der Professionalisierer?

There is a general agreement that central roles in organizations like manager and consultants cannot be professionalized. However, the development of coaching and supervision seem to show a slightly different picture. Because of their focus on persons the pressure to professionalize seems to be comparable to service providers in law, medicine, religion and education. This article reconstructs the professionalization pressure on coaching and supervision and analyzes their professionalization process.