By Hilary Armstrong in The Routledge Companion to International Business Coaching, edited by Michel Moral and Geoffrey Abbott
There has been much written about the value of coaching in the development of personal insight. This paper proposes that insight is not enough, especially when working in global environments. What is also required is a cultural sensibility. A cultural sensibility is the mental and emotional understanding of, and response to, the influence of the tacit, essential ethical frames of meaning constructed by a culture that are expressed through social roles, race, class and gender differences. This chapter uses practice narratives to draw out aspects of a cultural sensibility and how integral executive coaching enhances it.
The IECL has been undertaking research since 2006 that indicates unintended positive consequences arising for participants of our professional coach training programs.
The IECL has used the Personal Growth Initiative (PGI) as an instrument to measure these benefits. Findings can be viewed in short report.
This paper considers dialogue as the central motif of coaching. Taking a social constructionist perspective, dialogue is the flow of meaning between people as they interact. Dialogue is contrasted with monologue where there is "talking at" rather than "talking with" – a pervasive practice in the coaching encounter. The author contrasts the practices of a "coach-expert" who specialises in "aboutness" talk, with a "coach-custodian" who specialises in "within-ness talk", arguing that only in the latter that we can guarantee the espoused theories of coaching, such as the person having the capacity to find solutions to their own problems, and coaching as aimed at focusing on strengths rather than weaknesses. Published February 2012 in the International Journal of Evidence Based Coaching and Mentoring.