Coaching for change in organisational teams : reciprocal research and practice benefits
CITATION: Hughes, T. & Albertyn, R. M. 2017. Coaching for change in organisational teams : reciprocal research and practice benefits. Journal for New Generation Sciences, 15(1):295-311.
The original publication is available at https://journals.co.za
Emerging disciplines often lack an evidence base and, consequently, sacrifice credibility in practice and impact in knowledge creation potential. Coaching is a relatively new discipline with scope and reach into business and management. Finding ways to facilitate change is one of the challenges facing organisations. In this article, we report on an action research intervention to improve decision-making during individual and team coaching amongst senior managers. Action research appears to be an appropriate rigorous methodology in the sequential process of coaching. Coaching in turn utilises tools that action researchers could employ in their practice to facilitate change. Based on the findings, we propose three key elements to guide future action research of coaching for change interventions, namely individual development, mediated process and collective interaction. The rigour provided through the application of action research could make an academic contribution to strengthening the knowledge base of emerging disciplines.