Behaviorally Based Coaching: A Cross-Cultural Case Study

D Noer International Journal of Coaching in Organizations 2005

This article is a case study that uses an action research model to report on a multi-dimensional six-year organizational case study involving a large Middle-Eastern energy company. It articulates the unique challenges of establishing an authentic coaching relationship in a culture with values and perspectives different than those of the coach. The development of a behaviorally based coaching model, the need to surface and communicate mental models, and the challenge of imparting coaching skills to line managers are discussed.