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Name: Shakti GhosalDate: 8th June 2012Student ID: CPCP ProgramEmail: [email protected]
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Efficacy of Coaching concepts in a non-coaching
organisational environment - An empirical study
International Coach Academy- Certified Professional Coach Program,
Research Report
Student Name: Shakti Ghosal
8th June 2012
No. of words: approximately 2000
Table of Contents
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Section1- Introduction 4
Section 2 - Study Objective and Research Questions.. 5
Section 3- Methodology 6
Section 4 - Study findings and Results.. 8
Section 5Conclusion. 12
Section 6 Recommendation 14
Section 7- Study limitations.. 14
Bibliography and References 16
Annexure I- Workshop Details and Sequencing.. 17
Annexure II- Survey Questionnaire. 19
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
Section 1 : Introduction
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Organizations are increasingly finding that traditional "command and control
Management style is no longer effective in todays post industrial, knowledge based
environment (Hirschhorn, 1990) signifying increasing complexity, flatter organisation
structures, networked information flows and just in time development ( Peter Webb,
2006). The requirements are individual empowerment, creativity and performance
coupled with rapid response and resilience.
It is largely accepted that Coaching intervention improves employee and organizational
resiliency and effectiveness, especially during rapid environmental changes.One of the
well known studies reported in The Manchester Review concludes that the
Organisational return on investment (ROI) is 5.7 times the initial investment in coaching
(Joy McGovern, Michael Lindemann et al, 2001)
However there are certain aspects which detract from a widespread use of Coaching.
1. Organisations often approach a coaching intervention to fix weakness, because
weakness can result in risk and cost. Yet the agenda of the coaching client
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
(deputed employee) is more concerned with how he can develop and play on his
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strengths. This can become a difficult dynamic for perceived effectiveness and
acceptance of Coaching within the organisation. ( Steven Axelrod, 2006)
2. Organisations may also lack access and availability of accredited and effective
Coach resource specific to the needs of its business and environment.(CIPD
Survey, UK, 2009)
3. While coaching concept is well understood in developed economies, this is not
true in the developing world. Ironically, it is this latter space which today faces
significant business challenges and is possibly in need of urgent coaching
intervention. Unfortunately Managements lack understanding of what coaching
signifies and its delivery potential. This problem is further exacerbated by lack of
availability of experienced executive coaches in sufficient numbers.
Section 2 : Study Objective and Research Questions
This study is based on the Hypothesis that use of coaching skills and tools outside a
formal coaching process can be beneficial on a wide scale and in a cost effective manner.
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
The study proposes the following research:
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(a) Determine effectiveness of Coaching concepts and tools in Organisations when
the concerned participants are not involved in a formal coaching process.
(b) Explore the extent to which use of coaching methodology can catalyse fresh
perspective to allow personnel to upgrade their own competencies and
organisational effectiveness.
Section 3 : Methodology
The study is based on the following:
1. Workshop Series: The author is part of the Senior Management team of his
organisation, Saud Bahwan Group (SBG) based in the Gulf region He has
conducted a set of three workshops themed, Management perspective shift for our
times -a Workshop for self discovery.
The participant target group was Mid level Managers and Supervisors of diverse
educational, work and nationality backgrounds from within the group. A total of 87
participants were spread over three sessions.
The stated objective was to catalyse fresh thinking and perspective with relation to
how Managers and supervisors perceive and utilise their own competencies. Are
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
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their learnt and re-enforced behaviours and responses producing optimal results in
todays fast changing environment? There was no mention of the use of
Coaching process or concepts.
Workshop details and sequencing is given atAnnexure-1
Participant feedback was collated through observations during the workshops as
well as post workshop (after a period of one month) face to face sessions to
ascertain the extent of perspective shifts and take-aways from the earlier workshop.
Since no formal exposure to the Coaching process was available to the participants,
their feedback was without any preconceived bias and solely on their own
experience and perception of the various competencies and skills showcased in the
Workshop as also their implementation subsequently.
2. Management Survey: This was using a structured questionnaire (Annexure- 2).The
scope of survey was senior management personnel in business associate and client
organisations based in Oman, U.A.E., India, United Kingdom and Germany and
known to the author. For locally available participants, survey was conducted
through face to face sessions. A total of 26 questionnaires were implemented.
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June 2012
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Here also, any mention of Coaching process and methods was avoided. The survey
urged the participants to base their feedback on past experience alone with no
opportunity to specifically try out any of the competencies indicated.
Section 4 : Study findings and Results
The study has attempted to assess the perceived efficacy of identified skills and tools
closely aligned to ICF Core Competencies in a non-coaching environment.
(http://www.coachfederation.org/icfcredentials/core-competencies/)
The following is the summary of key findings.
1. Participants and surveyed individuals accepted the importance and effectiveness
of the following skills.
Skill Set Score (%)
(a) Planning & Goal setting 93
(b) Managing progress through accountability 93
(c) Creating trust and connection 87
(d) Enquiring and Learning attitude 84
(e) Acknowledging inner qualities& achievements 77
(f) Empathetic and intuitive listening 64
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June 2012
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However majority of the respondents gave significantly lower weightage to the
remaining skills viz.
(g) Creating awareness 41
(h) Asking powerful / inspiring questions 39
(i) Holding other persons agenda in designing actions 23
Predictably, there existed unanimity about the high importance in areas of
planning, goal setting, and managing accountability-(a & b).These are considered
as straightforward and critical management competencies with high confidence
towards implementing. Further there appeared no measurable improvement
arising from the workshops.
Regarding Creating trust and connection and Enquiring and learning attitude
(skill sets c & d), there existed high level of perceived importance amongst
participants and respondents. Interestingly, there seemed to be confused thinking
about their implementability. While the Workshop significantly improved clarity,
subsequent feedback sessions indicated low success rate of adoption. Reasons
given were a non-supportive organisational culture, inter-personal issues,
excessive fire-fighting and difficulty in changing leadership styles. Our study
indicates that many Managers perceive it easier to use their organisational power
to push through their agenda (short term results) rather than invest in building
trust, connections for long term leverage.
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
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Acknowledgement (e): There was marked improvement in its understanding due
to the workshop. Post workshop feedback sessions also indicated better
appreciation of this skill. More than 50% participants indicated that they have
consciously implemented this in their day to day interactions and have observed
benefits. Also there was clear difference in the scores between the workshop
participants (who had developed better awareness of this perspective) and the
survey respondents. Another interesting result was that acknowledging the
intrinsic qualities seemed to have a significantly positive impact on Managers/
Supervisors as compared to more junior staff. Also it seemed to work better with
immediate subordinates in the reporting hierarchy than with staff who were below
by multiple layers.
Empathetic and Intuitive listening (f): While majority of respondents appreciated
its importance, post workshop feedback and the questionnaire survey results
showed divergence in views. The workshop clearly created an awareness of this
skill. Most participants took this new perspective into their work area and
reported significantly positive results in terms of staff motivation and Ownership
& risk taking attitude. However perspective of the questionnaire respondents
(who did not have the benefit of workshop inputs) had a much lower score. This
in fact pulled down the overall weighted average score above.
International Coach Academy, CPCP Research report
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Creating Awareness (g): The perceived importance of this competence was low
on overall basis. While workshop participants attached higher importance during
the session, interestingly the score came down appreciably in the post session
feedback. Further the interview respondents also attached low scores. Reason
appears to be a tendency of Managers and Supervisors to hold onto their power
base, restrict information on need to know basis. Somehow the need to create
awareness as a way to empower subordinates holds low priority.
Asking Powerful / Inspiring questions (h): Significantly, there continued to be low
appreciation for this even after the workshop. Predominant perception of this
competence was as esoteric and theoretical, more suitable for psychological
intervention but with little usefulness in Organisations. It is felt that Goals and
action plans work best when they follow a top-down approach and vetted by
Management. Strategy and tactical actions need a uni-directional and time
specific focus with very little room for opening up of issues based on
questioning. In spite of workshop inputs, there appeared very little attempt to
change ones style from giving decisions and judgments on issues to that of
asking questions.
Holding other persons agenda in designing actions (i): Most participants failed to
see how this competence could be implemented. The argument was that the
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
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Organisational objectives and systems would allow only certain limited ways to
implement requisite actions. While there was the realisation that individual
empowerment might necessitate certain flexibilities in allowing individual
agenda, most respondents felt it would be impractical to hold and support such
agendas, especially if they are significantly removed from accepted processes.
On an overall basis, it is found that discussion and support in use of Coaching
methodology and concepts does enhance thinking and improved perception of
several competencies. Especially there occurs better awareness of the EQ related
skill set. There exists a clear difference in the feedback/scores of the workshop
participants and the questionnaire respondents. It can be postulated that
systematic and periodic exposure would lead to improved thinking and
performance.
Section 5 : Conclusion
The study hypothesis that Coaching competencies can be beneficial in non-coaching
environment if supported through periodic training, stands validated to a large extent. Use
of in-house resources makes this initiative costeffective. Following are the conclusions:
1. Many of the coaching core competencies are amenable for use in non-coaching
environment.
(a) Planning & Goal setting
(b) Managing progress through accountability
International Coach Academy, CPCP Research report
By Shakti Ghosal, student June2012
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(c) Creating trust and connection
(d) Enquiring and Learning attitude
(e) Acknowledging inner qualities & achievements
(f) Empathetic and intuitive listening
2 Workshop and training interventions improve the awareness and applicability of
some competencies viz. acknowledging and powerful listening.
3 In case of competencies like Creating trust / connection and learning attitude,
it is possible to build up awareness and perceived importance through workshops
and training. However, serious blocks exist in their application within
organisations due to diverse reasons. It is however felt that with sustained support,
application and improved performance thereof can be achieved.
4 Over-arching competencies in areas of Planning, Goal setting and Managing
through accountability align with managerial perceptions and enjoy the highest
level of perceived importance. They are thus less amenable for further
improvement through Workshops.
5 Three of the ICF Competencies seem to attract low scores in non- coaching
environment. These are Creating awareness, Powerful questioning and
Holding the other persons agenda. Possible reasons are in the findings above.
International Coach Academy, CPCP Research report
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Section 6: Recommendation
Organisations need to support leadership development through synergising personal
attributes and business effectiveness. This can be achieved by improving awareness and
efficacy of several Coaching competencies, specially the EQ related skill sets, through
Workshops and allied training. Such an initiative has the potential to yield positive results
in day to day non-coaching situations towards better performance.
Section 7: Study limitations
As indicated above the study is limited to a small sample size. Further, the workshop
participants were from a single corporate group and this could skew the results depending
on influencers like organisational culture, leadership perspective and internal systems.
Respondents to the questionnaire similarly were selected from known individuals from
known organisations from a mix of countries. The basis for selection was solely to
elicit a response rather than use of a sampling technique. More importantly, the know
each other factor both for the Workshop and external survey could lead to suppression
of frank and neutral feedback. All these aspects are liable to introduce a bias and
associated error in the findings.
The author recommends a more representative study encompassing a larger sample size
of individuals from multiple and discrete organisations over larger geographical
International Coach Academy, CPCP Research report
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territories and markets. Further, the study should allow for a series of workshops (3 to 5)
for each of the participants to allow deepening of learning, reflection and greater
accountability and ownership.
It would be further worthwhile to undertake a cost-benefit and time line analysis to
compare the proposed initiative of implementing coaching competencies within the
overall organisational non- coaching environment versus formal coaching intervention
for managers on a more selective basis.
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Bibliography and References:
1. Axelrod, Steven (Nov. 2006) The essential core of Executive Coaching. Axelrod
Consulting,
2 Chartered Institute of Personnel and Development, UK (2009).Performance
Management in action.
3. Hirschhorn, L. (1990). The Workplace Within: Psychodynamics of Organizational
Life. Cambridge, MA: MIT Press.
4. McGovern, J., Lindemann, M., Vergara, M., Murphy, S., Barker, L, & Warrenfeltz, R.
(2001) Maximizing the impact of executive coaching: Behavioral change, organizational
outcomes, and return on investment. The Manchester Review.
5. Webb, Peter, (Feb. 2006). The Impact of Executive Coaching on Leadership
Effectiveness. Intentional Training Concepts Pty Ltd.
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Annexure I
Workshop Details and Sequencing
The author conceptualized the structure to build awareness and move the participants
from known Management concepts and competencies, their familiar terrain of strengths
and behaviours to a not so familiar zone of alternative competencies and changed
behaviour patterns. The workshops further invited the participants to apply these in the
workplace.
Sequencing: Start with the following familiar concepts:
1. Ownership attitude: Participants look into their own past
experience to pull out situations. Share.
2. Objective & Goal Setting.
3. Managing through accountability: Participants look into their own
past experience to pull out situations. Share.
Self Awareness Module: determine (1) Own strengths (2) own values. Explore how these
could be matched with (1) Organisational objectives, current responsibilities
(2) Organisational values.
International Coach Academy, CPCP Research report
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Finally, make the foregoing workshop concepts and discussions flow into some of the
Coaching behaviours proposed as part of the desired Management perspective shift for
our times.
1. Creating Trust- Openness, being on the same page, empathy.
2. Powerful listening- facilitative, collaborative, engagement of others in
addressing complex issues.
3. Learning attitude- Passion, energy, humility.
4. Inspiring questions-open up thinking about possibilities rather than
continue on the tried and beaten path.
5. Acknowledgement- shift from praising visible efforts to acknowledging
intrinsic positive qualities and behaviour.
6. Holding other persons agenda: Empower members to take initiative from
a position of energy and competence.
A set of exercises, visualisations and role plays are used to encourage participants to
Think out of the box, to explore, to visualise, to deliberate on the above issues.
Expected Session take-aways: A better appreciation and willingness to embrace the
above attitudinal and behaviour changes
International Coach Academy, CPCP Research report
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Annexure II
Survey Questionnaire
Dear Respondent,
I have undertaken a research to determine the competencies and skill set that are needed
to navigate todays fast changing corporate environment which increasingly require
individual empowerment, creativity and performance coupled with rapid response.
As a senior management professional with long years of experience in the business and
corporate arena, your thoughts and inputs would add great value to my study. Could I
therefore ask you to take a few minutes to reflect and fill this questionnaire?
I highly appreciate your support in the matter.
Yours Sincerely
Shakti Ghosal
***************
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Sr. Competence Area My Rating
No. Strongly Strongly
Disagree / Agree /
Not Very
Relevant Relevant
1 2 3 4 5
1 Transparency, genuineness and accessibility
-qualities linked to Trust and connection can
achieve better results than systems& controls.
2 Changing your approach to listen more with
empathy rather than offering advice can
empower and improve team performance
3. An enquiry and learning based organisation
culture achieves better decision making and
goal achievement than an instruction and
system based approach.
4. Asking Inspiring Questions is superior than
managing by top- down direction & control
5. Acknowledging strengths and achievements
achieves better performance than appraising
and supporting areas of weakness/ shortfall.
6. Holding the other persons agenda can be a
great alternative to objective based advice
towards achieving organisational goals.
International Coach Academy, CPCP Research report
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Sr. Competence Area My Rating
No. Strongly Strongly
Disagree / Agree /
Not Very
Relevant Relevant
1 2 3 4 5
7. Creating awareness can influence opinions
and motivate behaviour of team members
in a better manner than communicating on a
need to know basis.
8. A comprehensive planning and goal setting
ideas in a decentralised manner to achieve
organisational objectives.
9. Managing organisational progress throughtask accountability achieves better results
than a more freedom of choice approach.
Name:
Organisation: Date:
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