COACHING IN CONTEXT TO ORGANIZATIONAL CHANGE by Khaled Alsobaie Bowie State University A Seminar Paper Submitted To the Graduate Faculty Human Resource Development Program University Name May 2019 COACHING IN CONTEXT TO ORGANIZATIONAL CHANGE by Student Name University Name A Seminar Paper Submitted To The Graduate Faculty Human Resource Development Program It is recommended that this Seminar Paper be accepted in partial fulfillment of the requirements for the Masters of Arts Degree. University Name May 2019 Name, Ed.D Program Coordinator Date Name, Ph.D Instructor Date Candidate Name: Acknowledgements The completion of this study could have not been possible without the expertise of Dr. Name, our beloved instructor. I would like to thank my parent Mr. and Mrs. Name for the moral support. . Abstract The study has covered the relevance of coaching in relation to an organizational change. An organization should be in a position to manage changes and the problems associated with the change. Coaching was established to be paramount in the achievement of the goals during a period of change. Coaching can also be explored when promoting sustainable organization changes is crucial. The objective of coaching is facilitation. Coaching is more beneficial for people who provide decisions. Coaching was defined as a continuous and regular process of learning and development. Keywords that are frequently used by coaches in defining the sense of coaching were analyzed in the first question of the expert survey. Answers from the experts identified 21 words which coaches agreed upon as the key ones (Mavor Sadler-Smith & Gray, 2010).The key expectations for coaching are personal growth and achieved results. Coaching helps to define the goals much better and offers alignment with the roles in an organization. Nevertheless, the possible threats and challenges such as misunderstanding and stereotype, lack of systemic approach to coaching engagements have been detected. Therefore, it quite difficult to explain how effective coaching can be because coaching is not homogenous, and it is challenging to measure the results of coaching. Key Words, Coaching, Organizational Change, human resource development, coaching genres Table of Contents CHAPTER I: INTRODUCTION ..........................................................................................................................................6 STATEMENT OF THE PROBLEM ..........................................................................................................................................8 PURPOSE OF THE STUDY ..................................................................................................................................................8 RESEARCH QUESTIONS ....................................................................................................................................................9 NEED FOR THE STUDY .....................................................................................................................................................9 DESIGN OF THE STUDY ..................................................................................................................................................10 CHAPTER II: LITERATURE REVIEW ........................................................................................................................ 12 DEFINITIONS. ..............................................................................................................................................................12 AIMS OF COACHING. ....................................................................................................................................................12 PARTICIPANTS IN COACHING. .........................................................................................................................................13 OUTCOMES OF COACHING. ............................................................................................................................................14 CONCLUSION ..............................................................................................................................................................15 CHAPTER III: CRITICAL ANALYSIS/ DISCUSSION .................................................................................................... 18 DISCUSSION ................................................................................................................................................................19 THE COACHING PRACTICE AND AGENDA ............................................................................................................................20 EVIDENCE ON OUTCOMES FROM COACHING ......................................................................................................................22 PROS AND CONS ..........................................................................................................................................................25 CONCLUSION ..............................................................................................................................................................26 REFERENCES......................................................................................................................................................... 27 Chapter I: Introduction The paper has covered the relevance of coaching in relation to an organizational change. An organization should be in a position to manage changes and the problems associated with the change. Coaching was established to be paramount in the achievement of the goals during a period of change. Coaching can also be explored when promoting sustainable organization changes. Since coaching practice is not yet widespread and universal, the study majored on unique issues related to the organizations in New York. Coaching has been proven to be beneficial to both an individual and the client's organization. The positive results brought about through coaching can enhance the entire organization. Coaching results the achievement of results through the sustainable behavioral change of the clients. Expert's opinion suggests that the executive and the top level management need coaching more than any other individual in the organization. In this contemporary society, organizations operate in a dynamic, challenging and competitive global environment. As the global business environment continues to be complex, uncertain and ambiguous, organizations must be ready to initiate change. Notably, change tends to affect all organizations. The dynamics of the internal and external environment can trigger a requirement for change. The effect of the external environment can shift between the life cycle stages and lead to organizational change. Organizational change is required in all organizations because it focuses on both the performance of the whole organization and the day to day operations. Organizations respond to change in different ways. Focusing on the new behavioral pattern or enhancing their technological and financing effectiveness. Effective change occurs when the content and the process are implemented (Ellinger, Egan, & Kim, 2014). The effectiveness of coaching is dependent on the level of interest of the participant and the level of engagement in the process. The study has focused on coaching without considering other facilitative activities such as mentoring. Future researches should focus on the interrelationships between the different facilitative activities in order to provide more comprehensive findings. Therefore, creativity innovation and initiative helps to facilitate organizational change. Open innovation is regarded as one of the latest corporate philosophy that integrates internal experience and external knowledge to accelerate development or organization. Customers are a valuable source of innovation as they can contribute to the organizational success by sharing their opinions. To deal with the problems and changes in the business environment, it is vital to develop new knowledge and skills as well as the ability to apply the integrated way of thinking with a short time frame. The change demands organizations to have the ability to adapt and manage the change by developing and applying new skills and knowledge. This is important in the current business environment that has increasing globalization, deregulation and technological innovation. Uncertainty and inconsistency of the business environment force organizations to learn, renew and diversify. Change can cause a number of problems as individuals need to achieve goals and develop and at the same time to deal with the troubles caused the change (De Jong, Leenders, & Thijssen, 2016). During the organizational change, people face the need to develop and apply established goals and also to deal with organizational turbulence. Therefore, there is a need to employ people in the organization during the period of change to enhance goal attainment, support and encourage development so that people can tackle change problems. The variety of practices includes coaching which helps to facilitate people by providing them with support and accelerating the process of settling and achieving work-related goals. Coaching can promote substantial organizational change. Statement of the Problem Coaching is regarded as a pervasive form of development and is seen to attract a lot of attention among practitioners and scholars. Despite the fact that the interest in coaching has grown considerably in the recent past, coaching is regarded as best practice based as well as a theoretical. It is regarded as a research concept that has been under-examined. The contribution in the issue seeks to address the existing concerns in the literature that provides an overview of the theoretical underpinning of coaching (Beattie et al., 2014). The types of coaching such as active learning coaching, managerial coaching and executive coaching provide a clear indication of the limited research. Researchers in the human resource development and the internal and external coaches are committed to improving the practice of empirical research on coaching. Purpose of the Study The objective of this study is to explore the scope of coaching with reference to the subject matter in the context of organizational change considering the issues associated with the use of coaching in many companies in New York. For the purposes of this study, a two-step approach research, content analysis of coaching definition and experts' interview with a comparative analysis of the results obtained. Despite the fact that coaching has become incredibility popular, there is still uncertainty on what coaching is really about. There is no agreement on the definition among practitioners and scholars and not coherent approach to define coaching. Nevertheless, coaching is focused on the improvement of an individual and organizational performance with emphasis placed on the learning and development. Research Questions What is the definition or explanation of coaching? What is the objective or purpose of coaching? Who is involved in the coaching process? What are the outcomes or result expected from coaching? Need for the Study The definitions for analysis drawn from published articles related to coaching such as executive coaching in deferent business context was taken into consideration for analysis. Coaching is becoming important in today’s business environment as more organizations are using coaching as a means of improving performance capability, facilitating leadership as well as career managing. As reported by the CIPD coaching survey in 2014, the number of respondents who reported that coaching is help on improving good performance in organizations (Wang & Wentling, 2011). The key expected outcomes of coaching are personal growth and achievement of desired results. Coaching creates an atmosphere that is suitable for employee and organization empowerment which is geared towards achieving the goals of an organization. Coaching has aided employees towards unleashing new opportunities and in their journey of self-awareness. Coaching has been extremely important to managers especially in the crucial time for organizational changes which demand independent decision making. Most of the respondents reported that the purpose of coaching is to aid leadership development and focuses on improving personal effectiveness. Coaching can have a real practical impact on the development of strong self-efficacy that enables to perform. Based on development activity, coaching promotes organizational change and leads to sustainability (Kim, 2014). Coaching enhances the executive behavioral change through self-awareness and learning, therefore, contributes to individual and organizational success. Coaching can be used to encourage teamwork of existing groups by developing newly formed and improving the communication skills of the team leaders. Coaching promotes the development of entrepreneurial skills by facilitating the implementation of the strategic vision. Coaching facilitates going beyond the innovative technologies by finding ideas and developing them to linking innovations of the company's strategy and the market environment. Design of the Study The study employees a two-step research that uses content analysis of coaching definitions. The subsequent comparative analysis was done based on the obtained results. Coaching is associated with an individual's professional and personal goals attainment, performance improvement and personal potential enhancement. The goal-oriented nature of coaching is based on its historical roots. The Dublin declaration on coaching proposed the recognition of multidisciplinary roots of coaching and recommended to affirm nature of coaching as a specific synthesis (Hamlin & Stewart, 2011). Investigating the theoretical approaches genres and context of coaching to ascertain the relationship between the cognitive-behavioral approach and the genres of coaching is important. Coaching that has adopted the cognitive behavioral approach will focus on the replacement of the dysfunctional though of the pattern which has more adaptive versions. As a result, the managers learn to become more effective when managing their emotions and maintaining an appropriate level of self-confidence by developing a high level of communication and interpersonal skills. Chapter II: Literature Review Definitions. From the analysis of the 41 definitions, the study did not realize a conclusive definition of coaching. Not all of the research questions were addressed since coaching was defined from diverse perspectives. The results obtained in the analysis are quite reliable due to a wide range of definitions used. Coaching was characterized as a process in more than 40% of the definitions. In a generalized definition. The word development was found to be used more frequently in coaching when the keywords were computed via the SQL query. A key characteristic of coaching that was agreed upon by the expert's opinion was development. Similarly, the experts defined coaching as an art or science that focuses on promoting self-awareness aiming to improve individual growth and potential. Aims of Coaching. The purpose of coaching has been changing since the emergence of the concept. The aims of the practice also shifted from simply addressing performance problems to taking a development perspective. Coaching is playing a vital role in discovering opportunities and enhancing performance and efficiency. Additional, development culture in the society has been improved via the coaching practice (De Jong, Leenders, & Thijssen, 2016). In other research works, coaching is understood as a process that improves learning where there is an established relationship between the coaches and the clients. Coaching can be directive or non-directive depending on the nature of the approach. The directive approach of coaching is favorable when guiding, teaching on results generation and enhancing commitment and self –confidence. In the most recent definitions, coaching has been defined as a facilitating activity for Self-directed Learning and personal growth and change (Ellinger, Egan, & Kim, 2014). Some of the keywords that are used to describe the aims of coaching it the content analysis include to improve, to create, to facilitate and to support. From the analysis, facilitation was found to be the primary role played by the coaching practice. Coaching mainly facilitates the process of learning and development which is channeled towards experimental learning and self-directed learning. Coaching can improve performance as well as promoting self-awareness and improving individual's growth. Through coaching, individuals can identify viable opportunities that aim at improving performance and skills and find unique solutions in business in order to achieve sustainable change. Participants in Coaching. Coaching has been proven to be beneficial to both an individual and the client's organization. The positive results brought about through coaching can enhance the entire organization. Coaching results to the achievement of results through the sustainable behavioral change. Expert's opinion suggests that the executive and the top level management need coaching more than any other individual in the organization. The high-level employees and the middle-level management should be next in the list. The decision on who need coaching most in an organization was based on experience and mere estimations and since the experts were not provided with the work groups of the employees (De Jong, Leenders, & Thijssen, 2016). About half of the experts suggested that coaching should adopt a top-down approach. The top-level management should be in the frontline in coaching in order to understand how it works and provide the required coaching resources. Although coaching can provide intervention to the entire organization, experts suggest that it is most beneficial to the top land middle level management. Coaching can be very important to the managers in their decision making role which demands competency, self-awareness and recognition of behavioral patterns (Beattie et al., 2014). According to the experts, coaching will only be beneficial when the recipients are ready. Readiness is vital since the recipients need to be ready in order to make responsible decisions of their own. Outcomes of Coaching. The key expected outcomes of coaching are personal growth and achievement of desired results. Coaching creates an atmosphere that is suitable for employee and organization empowerment which is geared towards achieving the goals of an organization. Coaching has aided employees towards unleashing new opportunities and in their journey of self-awareness. Coaching has been extremely important to managers especially in the crucial time for organizational changes which demand independent decision making. Additionally, people become more open-minded and adaptable to different views which create meaningful relationships within the organization which are based on respect and trust. The positive relationships within the organization have proven to be a tool of the employee and manager motivation towards supporting the changes in an organization (De Jong, Leenders, & Thijssen, 2016). Individuals under coaching have depicted a stimulated ability to think structurally and clearly. The individuals are also better aligned with their roles in an organization in such a manner that facilitates changes in the leadership style. Although coaching can be very beneficial to an organization, it can bring challenges and threats if it is not well conducted. Misunderstandings may arise in organization's that adopts a simplified approach towards coaching. Some employees may also misinterpret the needs of an organization by delivering coaching where training and mentorship would be very effective. Experts have however warned against over-reliance on coaching. Coaches should be consulted in advance to ascertain whether coaching caters for the needs of an organization. Organizations respond to change in different ways. Focusing on the new behavioral pattern or enhancing their technological and financing effectiveness. Effective change occurs when the content and the process are implemented (Ellinger, Egan, & Kim, 2014). The effectiveness of coaching is dependent on the level of interest of the participant and the level of engagement in the process. The study has focused on coaching without considering other facilitative activities such as mentoring. Challenges are inevitable in the coaching process. Coaching is bound to fail when the recipients are neither engaged nor interested in the practice. Additionally, the outcomes of coaching are unpredictable therefore proving to be difficult to explain the effectiveness of coaching. Lastly, coaches need to keep in touch with the leaders of the organization in order to ensure that the coaching is in line with the change goals of the organization (Beattie et al., 2014). Maintaining contacts may hinder the coaching practice. Conclusion The study has covered the relevance of coaching in relation to an organizational change. An organization should be in a position to manage changes and the problems associated with the change. Coaching was established to be paramount in the achievement of the goals during a period of change. Coaching can also be explored when promoting sustainable organization changes is crucial. Since coaching practice is not yet widespread and universal, the study majored on unique issues related to the organizations in New York. The study attempted to address the research questions which were related to the characteristics of coaching, the aims, participants and the expected results in the coaching practice. A two-step approach was employed in the study whereby general definitions and terms were explored in the first step whereas the expert's interview was conducted in the second stage. The expert's interview was conducted in a bid to collect the views of the coaching practice. From the detailed analysis of definitions, no unified approach was adopted in the definition of coaching although coaching was generally defined from the commonly used characteristics of coaching obtained from the definitions. The objective of this paper is to explore the scope of coaching with regards to organizational change considering the specific issues that are associated with the use of coaching in most of the companies in New York. The literature review, content analysis and comparative analysis will be used in this study. Based on the definitions of coaching, content analysis and comparative analysis have shown that coaching is defined as a synergetic, regular, development and goal-oriented process This two-stage study seeks to answers the following research questions. In chapter two, the experts are interviewed to explore the view of practitioners of coaching about a place of coaching in various organizations. Coaching was thus defined as a continuous learning and development process which is goal oriented. From the content and comparative analyses, the keywords that are used in describing coaching were revealed. The key outcomes of the coaching practice involve the achievement of goals and personal growth. The effectiveness of coaching is dependent on the level of interest of the participant and the level of engagement in the process. The study has focused on coaching without considering other facilitative activities such as mentoring. Future researches should focus on the interrelationships between the different facilitative activities in order to provide more comprehensive findings. The goal-oriented nature of coaching is based on its historical roots. The Dublin declaration on coaching proposed the recognition of multidisciplinary roots of coaching and recommended to affirm nature of coaching as a specific synthesis. Investigating the theoretical approaches genres and context of coaching to ascertain the relationship between the cognitive-behavioral approach and the genres of coaching is important. Coaching that has adopted the cognitive behavioral approach will focus on the replacement of the dysfunctional though of the pattern which has more adaptive versions. Chapter III: Critical Analysis/ Discussion Coaching, in relation to organizational change, refers to the learning and development process that proceeds the initiation of the change in a firm. Today, the business world experience diverse changes resulting from environmental, technological, and the internal factors of the firm. These changes oblige the organization to adapt new strategies and decisions for suitable management and functionality. Notably, the above elements deem change as an inevitable process in an organization. Thus, coaching is paramount, especially, to enforce the development of suitable goals during the change phase. Change can occur in various forms. Enforcing the most appropriate change on an organization leads to exquisite results in the individual and the organization. The primary goals of coaching are to enhance individual awareness, improve individual growth and performance, as well as enhance the development of unique strategies to handle the issue at hand (Malone, 2011). Resultantly, the skills acquired during the coaching can help facilitate positive organizational change. Creativity and innovation is the most recent philosophy that facilitates change (Gilley, Dixon & Gilley, 2013). The concept integrates the internal experience and the external skills to hasten organizational improvements. Such changes need the application of the latest technologies and skills in resolving the problems or resultant issues. Therefore, development of the employee’s skills and acquisition of new knowledge helps the individuals acquire new abilities and integrated mechanisms of resolving the matter within the period of change. It is notable that the above philosophy is only possible through coaching. Additionally, the ever increasing globalization and technological innovations call for a regular analysis of the business functions to improve the success of the business organization. Such include the identification of vital elements in the business environment to learn, renew, and diversify operability of the current strategies (Moran & Brightman, 2010). Coaches with a substantial understanding of the specific business environment and the changes can transform the employees into vital change elements. The study is vital in determining the effectiveness of coaching in the context of organizational change. Particularly, the study identifies the significance of coaching among various companies in New York. The paper further explores the various forms of coaching and the most suitable one for handling organizational change. Experts demonstrate the need of coaching for the managerial level and the transactional level of employees in a firm. Once the executive team has the vital knowledge for the deployment of a certain methodology, the transformation of the same knowledge to the layers in the organization is easier. Therefore, coaches should ensure the impartation of new skills and knowledge to the top-level management though coaching (Gilley, Dixon & Gilley, 2013). The paper further demonstrates the success of coaching through learning and development and mapping the results to the goals and environmental issues in the contemporary society. Discussion The literature review discussed in chapter two gives an overview of the vital literature relevant to the topic of study. The two-step method used determined the vital aspects that promote the success of coaching for organizational change. Content analysis and expert interviews were used to collect the vital literature that informed the study. Consequently, various deductions and conclusions can be made from the literature above. Change management refers to the development and deployment of new strategies to adopt, renew, and level up performance of particular business organization to meet the underlying demands. Today, organization experience change at a high level due to the injection of new technologies and the ever-changing business environment (Rock & Donde, 2015). Research shows that coaching is the most powerful venture to help mitigate change-related problems and overcome the odds. According to the 41 definitions of coaching, there are numerous instances of coaching (Brotman, Liberi & Wasylyshyn, 2016). However, the common element in all these is the development factor. Thus, every organization must undergo coaching to help develop and tackle change management. This analysis consists of various groups of essential literature that articulates the importance of coaching to change management. The coaching practice and Agenda Organizational culture is an essential aspect for the growth and development of any Company. Organizational cultures simply encompasses the norms and set standards of handling risks and usual job operations. Organizational change is equally a vital element in a firm. Having a concrete plan to execute various changes can mitigate risks and change-associated problems. Understanding the type of change present in an organization informs an appropriate coaching method and practice (Brotman, Liberi & Wasylyshyn, 2016). Firms should first identify the change before implementing any form of coaching. Organizational change can occur in numerous ways. This includes the product or market change where there is a new product development. Secondly, change can occur in the entire organization. Such may include product or service re-structuring. Lastly, there is the process involvement change. The process change encompasses the improvement of existing systems and diagnosis to determine the root cause of an issue. Notably, organizational change comprises of various processes. Thus, the type of problem experienced calls for a certain kind of response. As identified from the literature above, coaching can help resolve various issues related to organizational change (Malone, 2011). For change to be most effective, the underlying organizational culture and Agenda towards coaching matters a lot. For instance, coaches perform their duties for various reasons. Primarily, there is the developmental coaching and the change coaching. Organizations and coaches have to evaluate the situation at hand, identify the most essential training program, and establish it in the most effective way. Adopting a coaching plan based in the problem at hand increases the effectiveness of the coaching (Stober, 2008). This is because, organization, teams, and the coach are likely to choose a plan that suits their needs and ensures optimality in the results. According to the expert opinions and the contents analyzed, it is evident that implementing the most essential learning and development strategy to the correct group is crucial (Brotman, Liberi & Wasylyshyn, 2016). For instance, for product or market change, the training program must be directed towards the product management and innovation’s team. Having the correct group informed about the underlying situation will automatically enhance change in that area. Secondly, incorporating the coaching strategies into the organization’s routine operations is an excellent idea. Such involves the development of robust policies that address particular changes in the organization. A coaching practice will help the organization establish base information about how to handle specific issues in terms of coaching. Thirdly, the acquisition of a competent coach who has the vital skills and knowledge about the problem can establish a sustainable coaching process. Consequently, the above develops an active coaching practice for an organization. Such may result in the success of the coaching process and the realization of effective results. Also, organizations need to have a concrete agenda in coaching. The study realized that coaching can occur either for development or change purposes. Equally, enterprises can ensure the adoption of sound coaching programs that relate with the set agenda (Brotman, Liberi & Wasylyshyn, 2016). For instance, if the change relates to the product improvement, coaching in the same area of need will provide possible remedies. Here, the enterprise is likely to achieve the core goal of personal growth and desired results. The coaching agenda determines accountability and enables the achievement of the expected results. Learning and development helps the administrators to learn how to incorporate the various change management steps. Skills and knowledge gathered during the training can enhance creativity and innovation thus automating the processes in the firm. Consistency in the training programs attracts consistent results thus properly incorporating the change in to the organization. Evidence on outcomes from coaching Seemingly, most coaching in our organizations occurs in isolation from the core causes of the initiative, that is change. Change is the driving factor of coaching. Integration of the change agenda in the training initiative can support change management. Even though the research determines the complete integration of the change’s agenda in coaching isn’t possible, a slight alignment could equally help. An online research to determine the effectiveness of the organizational change indicated a 65% chance of failure (Evers, Brouwers & Tomic, 2014). However, the collaboration between the change and the learning and development initiative realized a higher success rate. In a study to determine the importance of coaching in organizational change, it is therefore essential to analyze the evidence on outcomes from coaching programs (Evers, Brouwers & Tomic, 2014). There is an improved demand in excellent and progress-centered human resource operations. In response to the same, organizations through the human resource managers adopt coaching programs that improve the achievement of the desired goals. However, lack of a sound system to monitor the process allows room for failure. Every organization aims at growth and expansion. Some of the developmental metrics include; leadership effectiveness, effective adaptability to change, and the increased productivity and profits (Moran & Brightman, 2010). Nevertheless, it is difficult for one to trace the individual success to general coaching practices at the firm. For instance, learning and development may promote change. But, the percentage of the coaching that directly resulted to the change is not known. Anecdotally, coaching supports change. Change-related coaching can arguably indicate the amount of change imposed on the firm. For instance, one-to-one coaching refers to training programs which focus on certain aspects of the change. For instance, leaders receive new skills and clarity about the news in the organization. At this level, personal growth will directly impact the leadership role thus bringing in a new perspective towards handling change. Impartation of the same knowledge to the employees ultimately impacts their resistance towards a particular issue. Notably, coaching substantially affects change. On the other hand, team coaching helps group members identify expectations of their respective work. Mainly, team coaching focuses on two prospects. Firstly, the goals of their operations. The coachees learn about role clarity thus promoting productivity and change. Secondly, the other aspects vital to the teamwork and success. Such includes trustworthy, teamwork, accountability, and hard work (Evers, Brouwers & Tomic, 2014). In this coaching type, the team understands what they have to do to make the new strategies and change to work. Thus, there are several positive outcomes of coaching. At the same time, the literature documents the various aspects of coaching that promote appropriate change management. For instance, 21 of 41 terms correlate closely with the development factor which bets defines coaching. In addition, the aims of the coaching described in the text support the need to develop a coaching based on the needs identified though change (Gilley, Gilley & McMillan, 2012). The implementation of the specific coaching initiatives like the one-on-one and team coaching use the participants analogy from the literature. Here, the use of specific participants to pass specific information may enhance productive change in the area of need. Even though organizational change success is attributed to coaching, various instances document coaching-related failure. Research indicates the adoption of the inappropriate coaching initiatives might result to reduced efficiency levels in change management. Thus, researchers have come up with suitable mechanisms to enable better results form coaching. Firstly, the human resource manager has to identify the area that demands changing. Preparing the organization, team, or individual for the actual coaching is key. The HR has to weight the business context against the organizational culture and deploy an appropriate approach to manage change. Secondly, the human resource should set the goal, outcomes, and the success rating metrics. Such helps the coach, the trainee and the human resource to monitor the process and determine its effectiveness and success (Moran & Brightman, 2010). Thirdly, the manager should ensure that the prospected method addresses the individual o the team’s needs and the bigger picture which is the organization. Lastly, an appropriate coaching method should continuously focus on the learning and development of the clients and the organization. A sound strategy may result development of coaching cultures with a strict adherence to the change agenda. Arguably, any organization performing the above has a high probability of achieving the desired success and change. Pros and cons Coaching individuals for organizational change has both advantages and disadvantages. These two occur mainly depending on the type of coaching adopted, the application of the initiative, and the effectiveness of the approach. As discussed, the success of the coaching methodology requires a concrete input from various groups in the firm. The main advantage accrued from this text is the personal growth and the achievement of the desired results. Consequently, positive organizational change; implementation of new products, innovation, and creativity enhance the productivity and profitability of the firm. On the other hand, coaching for organizational change has various disadvantages. Mostly, this occurs after the failure to effectively deploy the prospected coaching programs. The gaps have been linked to the unclear development goals. Here, lack of a concrete plan to match the coaching to the organizational change leads to the development of unclear goals. Consequently, the coaching outcomes are unnecessary to the organization. Another disadvantage comes in due to lack of engagement by managers in the coaching process. Arguably, the human resource managers play a vital role in the coaching process. Failure to appropriately engage and monitor the process results to failure of the coaching initiative. Conclusion Coaching is an essential plan to help achieve organizational change. Every organization should therefore analyze their needs and training goals, prepare the coachees, and develop appropriate initiatives to enhance change. According to the literature reviewed, proper usage of the coaching techniques helps improve skills and knowledge about the new technologies, products, and services. Consequently, individuals develop an open mind towards change, development, and decision-making. At the same time, organizational change and development is achieved. Therefore, coaching in the context of organizational; change is an essential factors that results in success of the adopter firms. 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