Coaching as an Od Intervention

Topics: Change management, Coaching, Coach Pages: 14 (4232 words) Published: April 14, 2013
Business Administration Department

Coaching As an OD Intervention

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Today, organizations everywhere are seeking talented individuals who can lead in an ever-increasingly complex and demanding world. Leaders are being asked to execute their agenda in more complex environments. This era of globalization demonstrates coaching as one of the approaches that give benefits for both organization and individuals in achieving their desired goals. When good coaching is practiced, the whole organization will learn new things more quickly and therefore can adapt to changes more effectively.

Now, with the popularity and increasing practice of empowerment, as well as a deeper understanding of how people learn, the performance benefits of coaching are becoming more widely known and accepted. Rather than being peripheral, coaching is seen as having clear and unique advantages as a key development technique. Coaching guide and support employees leading to increased employee performance.

This paper explores the nature of coaching as an OD intervention. It concentrates on the different aspects of the coaching process during periods of change, that develop employees’ performance and thus enhancing the organization’s overall effectiveness. The first part begins with defining the concept of coaching and the success factors for its implementation. Then a proposed agenda for steps to guide OD practitioners during the coaching process is presented. Finally, the core competencies required to carry out the coaching process effectively are explained.

Defining coaching
Coaching is an intervention that has been readily embraced by many organizations to optimize and capitalize on the potential of people. For some organizations this has involved using coaching as an approach to develop its people; however, for other organizations, a more integrated approach is utilized to bring about more extensive change.

Coaching is a helping relationship between a client and a coach who uses a wide variety of behavioral techniques and methods to help the client achieve a mutually identified set of goals to improve his professional performance and consequently to improve the effectiveness of the client’s organization. A common thread among most definitions of coaching is the description as a facilitative or helping relationship with the purpose of achieving some type of change, learning, and new level of individual or organizational performance.

Unlike other OD interventions, coaching resists the temptation to tell people what to do. Instead it is concerned with assisting and facilitating people in their sense making activities, enabling them to deal with and to remove the blocks that may be preventing them from moving from one state to another. A crucial benefit of coaching is that it provides the client with the opportunity to learn through action. Coaching does not mean doing, but helping get things done.

Being able to help someone recognize their strengths and weaknesses and how they can improve requires that the coach to be a facilitator not owner of change. Coaches will not make change happen or stick; they will simply help set conditions and circumstances that help others change. Building a personal bond and professional affection founds the coaching process. Coaching requires sharing information and ideas in ways that change behavior and accomplish strategies. This transfer of knowledge flows from relationships of trust so coaches must be credible and trusted by those they coach.

Why use Coaching?
There are many reasons why an organization may use coaching as an OD intervention, some of these reasons can be explained as follows: 1. Globalization and advances in technology put pressure on organizations to be more effective and so developing high talented employees who can lead the business and respond effectively to the changing conditions. 2. Periods of major...

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Burdett, J. O. (1998). Forty things every manager should know about coaching. Journal of Management Development, vol.17, pp.142 – 152.
International coaching federation website. Coaching core competencies (2011). Retrieved August, 2012 from
Melvin S., Ellen B., & Boyatzis, R. (2009). Coaching for sustained desired change .Research in Organizational Change and Development, Vol. 17, pp. 145 – 173
NHS Scotland. The Organizational Development Toolkit (2001). Retrieved August, 2012 from
Oliver, D. H., Church, A. H., Lewi, R., & Desrosiers, E. (2009),"An integrated framework for assessing, coaching and developing global leaders". Advances in Global Leadership, Vol. 5, pp. 195 – 224
Winifred, T. J. (2008). Using coaching to impact success of organizational change initiatives. PhD dissertation, Royal Roads University. Retrieved From ProQuest information and Learning Company.
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