Thematic synopsis
| Theme | Unifying central assumption | Description |
|---|---|---|
| 1. “It flows through the veins of the organisation” | A coaching approach is embedded in “the way things are done around here” | Coaching cultures are organisational “containers” where a coaching approach is embedded in organisational artefacts, people processes and interactions, underpinned by principles of psychological safety and empowerment |
| 2. “More powerful than anything else is having that one-to-one time” | Coaching is a powerful intervention, and you need to experience it to believe in its power to deliver development and change | Coaching cultures are grounded in first-hand experience of coaching, which fuels practitioners’ passion for coaching, leaders’ commitment to champion coaching and the promulgating role of communities of coaching practice in organisations |
| 3. The roadmap emerges | Coaching cultures are developed by a network of interventions that emerge through circumstance | Coaching cultures support wider organisational aims and utilise a network of interventions that emerge, adjust and respond to organisational or external changes |
| 4. A means to an end and an end in itself | Coaching culture is a change process, but it can also describe a destination | Coaching impact is obvious at the individual or team level but less obvious at the organisational and cultural level. It is a change process but describing the destination focuses organisational effort |
| Theme | Unifying central assumption | Description |
|---|---|---|
| 1. “It flows through the veins of the organisation” | A coaching approach is embedded in “the way things are done around here” | Coaching cultures are organisational “containers” where a coaching approach is embedded in organisational artefacts, people processes and interactions, underpinned by principles of psychological safety and empowerment |
| 2. “More powerful than anything else is having that one-to-one time” | Coaching is a powerful intervention, and you need to experience it to believe in its power to deliver development and change | Coaching cultures are grounded in first-hand experience of coaching, which fuels practitioners’ passion for coaching, leaders’ commitment to champion coaching and the promulgating role of communities of coaching practice in organisations |
| 3. The roadmap emerges | Coaching cultures are developed by a network of interventions that emerge through circumstance | Coaching cultures support wider organisational aims and utilise a network of interventions that emerge, adjust and respond to organisational or external changes |
| 4. A means to an end and an end in itself | Coaching culture is a change process, but it can also describe a destination | Coaching impact is obvious at the individual or team level but less obvious at the organisational and cultural level. It is a change process but describing the destination focuses organisational effort |
Source(s): Authors’ own work
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