Coaching for Change
Routledge – 2014 – 392 pages
Coaching for Change introduces a model that shows why coaching is the intervention of choice for driving organization change. The book helps you understand the principles and theories, practices and processes that are at play both in coaching and in change. 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.
The book explains the theories behind both coaching and change, and includes 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 on coaching, change management or organizational development courses, as well as professionals who want to develop their skills to drive successful change within their organizations.
"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
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, PhD, has more than 30 years of progressively challenging and successful experience creating, leading, and being a part of change in variousindustries and teaching leadership, coaching, and organizational change management.Currently, he is Associate Professor of Business and Behavioral Science at the McColl School of Business at Queens University of Charlotte. In addition, he is founding Director of the Master of Science in Executive Coaching program and Director of the MS in Organization Development program. His coaching and consulting work has impacted for-profi t, not-for-profi t, and government sector clients. John earned an MPA degree from the University of North Carolina at Greensboro and MA and PhD degrees in human and organizational systems from Fielding Graduate University. He is both a Professional Certified Coach and a Board Certified Coach.
Mary Wayne Bush, Ed.D. is a Board Certified Coach and Senior Manager of Organizational Effectiveness at a large Fortune 100 company in the Southwest US. She holds a doctorate from Pepperdine University in Organizational Change. Mary Wayne is on the editorial board of Coaching: An International Journal of Theory, Research and Practice, and serves on the faculty of Colorado Technical University’s Doctor of Management program. Mary Wayne is a member of the Association of Change Management Professionals, the Organization Development Network, the International Society for Organization Development, Academy of Management, and the American Psychological Society. She has published journal articles and contributed to several books on coaching as well as presenting at conferences, including the International Coach Federation (ICF), American Society of Training and Development (ASTD), Academy of Management (AOM), Association of Change Management Professionals (ACMP), The Conference Board, and the American Society for Quality (ASQ).
The Instructor material for this textbook is available on the Instructor Downloads Page.
APPENDIX D - Kerber-Buono Organizational Change Capacity Questionnaire [corrected from hardcopy]