Chapter 5.Defining the situation
75
5.1Establishing the coaching realm
78
5.1.1Offering drinks
78
5.1.2Discussing seating arrangements
80
5.1.3Offering and using tissues
81
5.2Methodological and procedural framing of coaching
85
5.2.1Explaining methods and/or procedures
85
5.2.2Sketching out the thematic scope
100
5.2.3Differentiating coaching from therapy
104
5.2.4Integrating clients’ experience with coaching or other intervention formats (such as emotional intelligence
training)
107
5.2.5Negotiating the individual definition of coaching
110
5.3Temporal framing of coaching
115
5.3.1Arranging dates for next meeting(s)
115
5.3.2Temporal framing of the individual session
118
5.3.3Discussing the length of the coaching engagement
121
5.4Summary – Defining the situation
123
Chapter 6.Building the relationship
127
6.1Establishing the roles and identities of ‘coach’ and ‘client’
130
6.1.1Negotiating knowledge and expertise
130
6.1.2Clients’ self-presentation
137
6.1.3Coaches’ self-disclosure and personal topics
142
6.2Negotiating hierarchy in an asymmetrical relationship
146
6.2.1Establishing an asymmetrical-hierarchical relationship
147
6.2.2Establishing an asymmetrical-non-hierarchical relationship
150
6.3Topicalizing the coach-client dyad within the triadic coach-client-organization relationship
153
6.3.1Addressing trust and performativity
154
6.3.2Addressing financial, organizational and (pre-)diagnostic aspects
158
6.4Summary – Building the relationship
163
Chapter 7.Co-Constructing change
165
7.1Diagnosing
169
7.1.1Eliciting and presenting the concern
169
7.1.2Exploring the concern and defining the goal
178
7.1.3Mapping the current state
184
7.2Intervening
186
7.2.1Practicing mindfulness
187
7.2.2Processing the concern on the intra-personal level
190
7.2.3Re-enacting concrete situations
195
7.2.4Processing the concern on the inter-personal level
206
7.2.5Linking the intra-personal and inter-personal level
213
7.3Securing transfer
219
7.3.1Developing transfer practices
219
7.3.2Corroborating learning and development
223
7.4Summary – Co-constructing change
226
Chapter 8.Evaluating the coaching
229
8.1Evaluating clients’ change as regards their goal(s)
231
8.1.1Evaluating clients’ change on the inter-personal level
231
8.1.2Evaluation clients’ change on the intra-personal level
235
8.1.3Evaluating clients’ change on the inter-personal level with their coach
246
8.1.4Corroborating clients’ reported change
251
8.2Evaluating the coaching interaction
256
8.2.1Evaluating methods and procedures
256
8.2.2Evaluating the relationship between coach and client
263
8.3Summary – Evaluating the coaching
270
Chapter 9.Executive coaching: A hybrid and interdiscursive professional format
273
9.1Coaching as activity type
274
9.2Coaching as discourse type
279
9.2.1Executive coaching: The discourses of power and equality
281
9.2.2Executive coaching: Between therapeutic and managerial discourse
285
9.2.3Executive coaching: Between discourse and meta-discourse
290