Hat coaching an added value?
The fact that coaching can be very effective when it comes to personality development, self-management, relationship building or professional challenges can not only be deduced from the positive experiences of many coaches and coaching clients, but has now also been scientifically proven. For example, Hansjörg Künzli (in E. Lippmann (ed.): Coaching. Springer-Verlag) evaluated a large number of studies on the effectiveness of coaching. He comes to the conclusion that in most cases coaching contributes to improving relationship behavior and increasing role competence. Developing new perspectives and becoming more open to new experiences, relieving oneself emotionally in challenging phases and being better at it Stress and to act and communicate more effectively.
Effectiveness of coaching: why?
We now know that coaching works. How and why it works has been the subject of research for about 10 years. In therapy research, Grawe has succeeded in identifying overarching effective factors that contribute to successful therapy, regardless of the type of therapy carried out. The so-called Berner effective factors include (1) quality of the relationship between therapist and client, (2) resource orientation, (3) actualization of the problem, (4) motivational clarification and support in (5) problem solving. One cannot simply assume that these effective factors can be easily transferred to coaching. Coaching differs from therapy, for example, in the (severity of) reasons, the shorter duration and the higher demands on the client's existing self-control skills.
However, since coaching is also practiced within the framework of different schools of thought and approaches, a similar research approach suggests itself. Siegfried Greif (2008. Coaching and result-oriented self reflection. Hogrefe Verlag) has compiled the available research on effective factors in coaching and designed a model of effective factors in coaching.
impact factors
The proven effective factors (similar to therapy) are the appreciative relationship between Coach and coachee as well as a common clear target agreement. Furthermore, according to current research, the professional credibility of the coach seems to be lacking. The persistence of the coachee, as well as an individually tailored approach and the resource and solution orientation represent key impact factors. Other influencing factors are most likely the coachee's existing ability to reflect, the degree of motivation to change and an ongoing evaluation of the process during the course of the coaching. Promoting self-reflection is also likely to be important, but result-oriented and structured self-reflection is essential.
In the meantime, coaching has outgrown the “infancy” of the pioneers who developed and passed on coaching as knowledge based on experience. Coaching can also be represented as a solid and effective intervention to fact-oriented people. Contact us for a non-binding initial consultation.
