| dc.description.abstract | Executive Coaching is now widely applied in organisations to bring about
improvements in performance through individual focussed development. Coaches
work with their clients to agree outcomes for their work together and then use their
skills in a structured conversation to bring about change. The change they write of
is an unfolding of the limitless human potential that resides within each of us,
which is accessed by removing obstacles or interferences.
The view that I present in this portfolio is significantly different to this
predominant thinking and makes an important contribution to the practice of
coaching, as a coach, client or line manager. I see the change that can happen in
coaching, or indeed in any conversation, as occurring as movements of power.
Patterns of power-relating, I argue, differentiate individual and collective
identities. Coaching then, is the patterning of power-relating that has the potential
for further differentiating and so transforming the identities of all those involved in
the coaching process. I perceive power as ongoing patterns that paradoxically form
and are formed by the processes of relating between human bodies. I argue that the
complex patterning of power, that enables and constrains the actions of each
person, creates identity. Identity is therefore a socially created phenomenon,
simultaneously forming and being formed by the processes of relating. The
differentiating patterning of power transforms identity through changes in our
experience of inclusion and exclusion.
From this perspective, the change that occurs in coaching assumes transformative
causality instead of the dual rationalist and formative causalities that underpin the
predominant approaches to executive coaching.
This portfolio explores the nature of change in organisations, focussing more
intensely, in each paper, on conversations as organisational change, culminating in
the exploration of executive coaching as conversations initiated to create change.
Through the methodology of participative inquiry, this research provides a way of
understanding executive coaching that is informed by the concept of complex
responsive processes and the sociology of Norbert Elias rather that the humanistic
and cognitive psychologies that are at the root of the work of most executive
coaching. | en_US |
