26 Becoming a team coach
The aim of this chapter is to explore what it means to become a team coach by drawing on theories of organisation learning and development, systemic thinking and practice, psychodynamic theory and action research. The chapter addresses the difference between one-to-one coaching and team coaching, highlighting the extensive and additional skill set and knowledge base that a team coach needs. Following Clutterbuck (2009), the chapter argues that team coaching serves a distinctive purpose in the service of performance improvement.
It begins by defining team coaching, differentiating between groups and teams as a reminder of why teams are important. Drawing on the work of Senge (1990), it then considers how ...
Get The Practitioner’s Handbook of Team Coaching now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
