Organisational coaching: integrating motivational interviewing and mindfulness with cognitive behavioural coaching

Abstract

Organisational coaching has significantly grown in popularity, but in spite of this growth, the use of an evidence-based approach in the practice is limited. To address this limitation, this paper brings together strategies and techniques drawn from three evidence-based interventions – cognitive behavioural coaching , motivational interviewing (MI) and mindfulness – to form an integrative model for coaching in organisations. This model, unlike the others found in the literature, recognises the importance of considering and addressing three factors that can influence the outcome of coaching: (1) the effect that cognition has on enhancing goal attainment, (2) the match between the client’s readiness level and stage of change and (3) the emotional stress and/or mental distractions that a client may be experiencing in the workplace. By taking all of these factors into account, what the integrative model offers to organisational coaches is a toolkit and structure that could optimise their ability to help employees improve their performance, change their problematic behaviours and enhance their well-being.

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