Peer Coaching in Government: A Set of Case Studies

W Bergquist, J Ellis, M Barratt, M Schenck International Journal of Coaching in Organizations 2008

The co-authors of this article have all been involved in a major organizational coaching program in a Canadian territorial government. Governments throughout the world typically face uncertain futures with regard to the funding of innovative programs, such as organizational coaching. This uncertainty can be at least partially confronted, as it was in this government, by training peer-based coaches who can continue to provide services even if funding is no longer available for this program. Furthermore, though collaborative efforts involving leaders from outside government, who have served both as coach trainees and practicum clients, this government was able to bridge the chasm that often exists between a government agency and the public it serves, The three peer coaches who have prepared case studies for this article describe what it is like to coach for the first time and what it is like to engage their client/colleagues in an appreciative, yet challenging manner as an organizational coach.