Current research indicates that approximately 70% of all organizational change initiatives fail. This includes mergers and acquisitions, introductions of new technologies, and changes in business processes. Leadership is critical in initiating, driving and sustaining change to produce business results, and executive coaching is the best way to support leaders at all levels. Coaching for Change introduces a model for executive coaching that provides the tools and resources to support leaders in driving organization change.
In this book, a number of coaching and change models are explored with the goal of integrating them into a framework that can be applied to the individual, team or organization. Bennett and Bush explain the theories behind both coaching and change, and include practical sections on developing coaching skills. A companion website supports this book as a learning tool, featuring a curriculum, instructor guides, powerpoint presentations and more.
Coaching for Change is a valuable book for students in coaching, change management or organizational development courses, as well as professionals who want to develop their skills to drive successful change within their organizations.
Table of Contents
Preface Part I: Coaching 1. Introduction to Coaching for Change 2. What Is Coaching? 3. Foundational Frameworks of Coaching 4. The Essential Coaching Process 5. Essential Coaching Skills Part II: Change 6. Organizational Change 7. Change Theories and Models 8. Essential Change Skills Part III: Integration and Application 9. An Integrated Approach to Change Coaching 10. Cross-Cultural Change Coaching 11. Five Roles of Change Coaching 12. Ethical Considerations of Change Coaching 13. Measurement and Evaluation 14. Developing Change Coaching Mastery Appendices Appendix A: Competency Mapping to Coaching Appendix B: Key Points for Change Coaching Appendix C: Kerber-Buono Situational Change Mastery Questionnaire Appendix D: Kerber-Buono Organizational Change Capacity Questionnaire
John L. Bennett is Associate Professor of Business and Behavioral Science at the McColl School of Business at Queens University of Charlotte, USA. He is founding Director of the Master of Science in Executive Coaching program and Director of the MS in Organization Development program. He is both a Professional Certified Coach and a Board Certified Coach.
Mary Wayne Bush is a Board Certified Coach and Senior Manager of Organizational Effectiveness at a large Fortune 100 company in the Southwest USA. She is on the editorial board of Coaching: An International Journal of Theory, Research and Practice, and serves on the faculty at Colorado Technical University, USA.
"This is the textbook that marks the maturity of organizational coaching. Professors and students alike will appreciate the breadth and depth delivered by two international leaders in executive coaching and organizational change management."
- Linda J. Page, Adler Graduate School, USA
"Coaching for Change brings together coaching and change theories in a new and fresh way. It offers insights into theory and practice, with a model to help practitioners, and a basis in psychological research from the OD and coaching field, providing a trusted resource for the reader. The book is supported by further online materials, making it a valuable resource for students and reflective organisational practitioners. Written by two of the leading scholars in the field, this is a valuable contribution to the literature on the psychology of coaching and change."
- Jonathan Passmore, University of Evora, Portugal
"My only complaint is that I wish I had this book fifteen years ago! Coaching has become a critically important part of my work with leaders on change. Bennett and Bush provide a sound practical framework for those of us who coach people who lead and manage change. Leaders often know what they need to do, but something gets in the way. Effective coaching can help our clients remove those stumbling blocks. I believe that Coaching for Change gives us a discipline for engaging clients in those critical conversations."
- Rick Maurer, Advisor to leaders on building support for change, Rick Maurer & Associates
"Regardless of the target population (e.g., students, project leaders, managers, executives), participants will be able to leverage the potential of this resource"
- Ellen Van Oosten, Case Western Reserve University, and Kathy E. Kram, Boston University.