People don’t resist change. They resist being changed!

People don’t resist change. They resist being changed!

‘People don’t resist change. They resist being changed!’ – Peter Senge

Implementing change initiatives and organisation transformation programmes has become part of our day jobs. However this often presents us with the challenge of engaging staff who feel ‘change is being done to them’ or that they do not have the capability to deal with the demands of the forthcoming changes.

The importance of a coaching culture in enabling successful change initiatives

This is where having a coaching culture comes into its own. Coaching, and having a coaching approach to leadership and management, have been proven* to be highly effective ways of developing individual and organisational performance. They help managers to get the most from their teams and to boost employee engagement. This encourages discretionary effort and has a direct and positive impact on productivity.

More and more organisations are therefore looking to team coaching in particular as a highly cost-effective way of achieving the benefits** from coaching. Team coaching has been shown to increase trust and help create teams that are much more effective and innovative.

The role of group coaching

Organisational change will involve more than one team, however, and the impact is on the whole business. In this situation group coaching can have a real impact as there is the opportunity to bring key stakeholders and individuals together from different areas of the businesses. In addition to the benefits to be had from team coaching, this approach has the potential to improve communication, understanding and decision-making.

Team and group coaching – what’s the difference?

Team coaching involves individuals who already work together and are likely to continue to do so. They share a common goal and tasks and are looking for help in the process of working together more effectively to achieve that outcome. In contrast group coaching involves individuals who do not usually work together, but share an objective about learning together.

References:
* Creating a Coaching Culture, ILM (2011)
** Coaching Teams at Work, Henley Business School

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Categories: Coaching, Development

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