The Limitations of Coaching

Angélique du Toit and Stuart Sim
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Angélique du Toit: University of Sunderland
Stuart Sim: Northumbria University

Chapter 4 in Rethinking Coaching, 2010, pp 49-65 from Palgrave Macmillan

Abstract: Abstract Organizational practices and discourses are prone to suppressing voices that raise doubts about the validity of their taken-for-granted beliefs and ideologies. John O. Ogbor asserts that organizations are socially constructed ideologies that, ‘legitimize the power relations of managerial élites within an organization and society at large’.1 It could be argued that organizations seen from a postmodernist perspective may be perceived as institutions which suppress conflicting interests and thereby fuel corporate hegemony. A postmodernist epistemology encourages different perspectives which may therefore offer new possibilities. The same would be true of a critical approach to coaching and its ability to offer a challenge to the entrenched worldviews of the individual or organization. A perceived weakness not of coaching, but of the recipients of coaching such as leaders and organizations, is their unwillingness to engage in a critical analysis of personal values, group norms, ideologies, and associated behaviour. This scepticism is borne out by Vega Zagier Roberts and Michael Jarrett in a discussion as to how clients select coaches and how irrational the process may be at times:

Keywords: Positive Psychology; Ethical Framework; Coaching Intervention; Individual Coach; Postmodernist Perspective (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-30421-5_4

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DOI: 10.1057/9780230304215_4

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