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Author: Bernd Schmid
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Systemische Professionalität 2015
Dr. Bernd Schmid
www.isb-w.eu
The programmatics of
Organizational Coaching
presented at the 1. INOC Meeting
May 29 – 30, 2015
Wiesloch
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Author: Bernd Schmid
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Systemische Professionalität 2015
Perspectives of this presentation
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How can Organizational Coaching be designed as a
profession?
Which position should Organizational Coaching occupy in the
field?
How can Organizational Coaching contribute to the future
of professional careers, the quality of work, organization
development, development of economy and society?
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No need to be perfect!
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I will outline my ideas about challenges of the field and of the
expected future
I am not saying that we have to meet all of these challenges
...but I suggest we acknowledge the complexity of
Organizational Coaching
...and define our profiles and services within frames of
reference like this.
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Classic coaching = conversation in
confidence about issues of (professional)
life
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Image source: Cover „Manager im Dialog“, Marc Minor
What else is called Coaching?
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Coaching competencies
Coaching quality of relationships
A professional identity
Coaching culture
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Deriving from different roots
Coaching is defined...
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.......in accordance with individual preferences of the Coach
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Based on partial aspects, e.g.
 Schools: neurodynamic, psychodynamic
 Methods: constellations, working with narratives and
stories
 Media: outdoors, with horses, online
 Settings: individual, group, team, short- or long-term
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How can Organizational Coaching be
a profession of its own?
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Profession = relationship between a human being
and the society (e.g. doctor, lawyer)

 human being + world of organization
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 human being + world of professions
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the isb way
starting points: Organizational field and the human being
Organizational Coaching is defined...
 as a profession of its own
 by perspectives and expertise
 based on the challenges of the organizational field
 as a program for organizations and professional fields
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Coaching perspective:
The human being and the organization
 The organizational world from a human being‘s perspective
 How much and what kind of organizational context?
 The human being from an organizational world‘s perspective
 How much and which parts of personality and life?
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Coaching perspective:
The human being and the world of
professions
 The world of professions from a human being‘s perspective
• The human being from the perspective ofthe world of
professions
• Journey through professional careeer and life from both
perspectives
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Horizons for Organizational Coaching
Coaching is interdisciplinary and Coaches are decathletes!
A coach...
 has the competences and the responsibility for integrated answers
to issues in the organizational world
 has to struggle for understanding and designing
the world of the future for...
 Society
 Economy
 Organizations and working (New Work)
 Learning (media, open source, new paradigms)
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The consequence: Holistic responsibilities
 Organizational Coaching integrates...
 life and work
 work and learning
 individual with organizational learning
 individual careers with HR development
 organization development with all kinds of Coaching
perspectives
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Specialist for learning together
No ready made answers, no habitual ways to find answers!
 It is okay and necessary to relate to knowledge and
experience, to content, concepts and available methods.
 But the mind-set is different: Experimental dealing with
complexity.
Paradigm shift:
 First create a learning culture for dealing with complexity
 From there, relate to knowledge
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Specialist for individual learning strategies
Integrating worlds and challenges
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Specialist for embedding learning into
organizational processes
Integration
of individual support and learning processes into
Programs for Staff performance development
and programs for Organizational life and OD
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Learning fields
Organizational
development
Professional
development
Staff
performance
Leadership
for Creators
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Quality of coaching services
through matching cultures and programs
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Some implications of isb thinking
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OD means developing human systems
OD means cultural development
OD learning has to be integrated into OD processes
Teams are communities of responsibility
Team Coaching adresses those who share responsibility
Leadership is a quality of network relationships
Leadership is developed as leadership culture
http://www.systemische-professionalitaet.de/isbweb/content/view/529/477/
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Organizational Coaching and OD
– an example
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Responsible protagonists develop a first OD design
Coaches offer specific coaching for recruiting
Clarification for individuals and feedback to OD leaders
Internal OD leaders, Coaches and OD consultants have to
work together
 Coaches facilitate processes and leave responsibility to
internals
 If extra OD learning is necessary, Coaches help to design and
integrate
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Organizational Coaching and
staff performance development (HR)
– an example
Clarification with Internal protagonists:
• What are the culture-competences, shared by all managers?
( all know the concept of Responibility- dialogue and the
formats clarifying responsibility with others)
• Who should have premium competence for what purpuses?
( some have to teach and coach others in that concept)
• Neccessary Changes in training program?
• OD for the hr-department? Additional qualification?
• Specific programs preparing OD for whom?
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