Chapter 11Coaching in Context
The Individual in Relation to Organizational Culture
Elizabeth C. D. Gullette
What comes to mind when you think about coaching a software developer in a high-tech firm? Is it any different from what you imagine when you think about coaching an executive director of a government licensing board? How about a nonprofit youth ballet company's artistic director? For most of us, these descriptions trigger very different images and expectations of the individual based on what we know and what we assume about typical cultures and personalities related to particular industries and occupations. When coaching an individual, there may be good reasons for us to tap into our knowledge and assumptions about her context, but ...
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