TY  - JOUR
TI  - Coaching at the top: Assisting a chief executive and his team.
AU  - Kralj, M.
AB  - Coaching at the executive level of organizations most often includes a blend of individual, team, and organizational interventions. As psychologists, traditions lead us to rely heavily on our unique expertise in individual assessment and treatment in working for organizational change. To explore the limits of this tradition, this case study reports on an action research experiment in which strategy-driven group-level interventions were used exclusively to drive both individual and team change. It is proposed that the definition of coaching be expanded to include actions taken to enable a team to be self-correcting and self-learning without direct counseling from the coach. The article reviews the step-by-step process that enabled the executive team to self-design the new global organization in alignment with their strategy. Attention is drawn to the organizational assessment and feedback processes used at multiple points in the engagement.
IS  - 2
JO  - Consulting Psychology Journal: Practice and Research
PY  - 2001
SP  - 108
UR  - psycnet.apa.org/journals/cpb/53/2/108/
VL  - 53
LA  - English
ER  -