Making it stick: coaching as a tool for organizational change

Abstract

Coaching has been primarily used as an individual growth and development process within organizations, particularly at the leadership or high potential employee level (Hunt & Weintraub, 2002 Hunt, J.M. and Weintraub, J.R. 2002. The coaching manager: Developing top talent in business, Thousand Oaks, CA: Sage. [Google Scholar]). While developing top talent is undoubtedly an important use of coaching, other organizational objectives can also benefit from using coaching. Organizational Change (OC) is one such area in which coaching can contribute to the overall effort. Organizational Change requires a number of interlocking phases of change from the individual to the team to the organization as a whole, opening up a number of opportunities for coaching to those involved in these types of initiatives. In this article, short overviews of models of individual change and organizational change are given and through the discussion of an OC effort within an organization, the use of coaching as a tool in implementing and sustaining change is illustrated.

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