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Mois de l’innovation publique : Le coaching – 10 ans d’accompagnement (table ronde 1/2)
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Public sector professionals, leaders, and HR specialists interested in leveraging coaching for organizational change and development.
TL;DR
This roundtable discusses the role and benefits of coaching in public sector organizational transformations. It highlights how coaching, distinct from consulting, aids leaders in clarifying their vision and adapting support strategies for complex changes, emphasizing its emergent but crucial role.
Key Takeaways
- Coaching for organizational transformation is an emerging field, distinct from organizational consulting, focusing on the 'how' rather than the 'what' of change.
- Effective organizational coaching requires early involvement in the transformation process, ideally during the conception phase, to clarify the leader's vision and objectives.
- Coaching provides crucial support to leaders by helping them clarify their project, understand context, identify stakeholders, and define desired outcomes for transformation.
- Organizational coaching is highly adaptive and personalized; there are no standard approaches, as each intervention must be tailored to the specific leader, project, and context.
- Coaches do not dictate the transformation itself but design and implement strategies for accompanying the change process, impacting its execution and success.
- Coaching interventions can involve both individual support for managers and broader work with collectives, adapting to the evolving needs of the transformation.
- The public sector is developing diverse and unique approaches to internal coaching, demonstrating that there isn't a single model for implementing coaching within institutions.
- Past reluctance to engage coaching in complex transformations stemmed from fears of being instrumentalized or serving as an alibi for difficult changes.
In This Video
- 00:06Introduction to the Round Table
The moderator welcomes attendees to a round table discussion on coaching and organizational transformation.
- 01:11Introducing the Panelists
The panelists introduce themselves and their roles in public sector coaching and transformation initiatives.
- 01:49Beneficiary of Coaching
Melanie Moutain, a police commissioner, shares her experience as a beneficiary of coaching, not a coach.
- 02:26Client in Reorganization
Guillaume Madras discusses his experience using coaching during a strategic reorganization at the Ministry of Agriculture.
- 03:08Internal Coaching Pole
An experienced member from an internal coaching pole highlights the diverse approaches to coaching within institutions.
- 03:36Coaching and Transformation Challenges
The discussion touches on the historical reluctance to apply coaching to complex organizational transformations.
- 05:15Value of Coaching in Transformation
Myriam Revet explains the benefits of organizational coaching, emphasizing it's not consulting but process support.
Questions & Answers
What is the purpose of this roundtable discussion?
The roundtable aims to explore the role and benefits of coaching in supporting organizational transformations, acknowledging it's an emerging and sometimes sensitive subject.
What is the difference between coaching and organizational consulting?
Coaching does not advise on the content of the transformation (like merging entities) but focuses on the strategy and support for making the transformation effective.
When should coaching be involved in organizational transformation?
Coaching should ideally be involved as early as possible, during the conception phase of the transformation, to help clarify the project and its objectives.
What is the primary role of a coach in organizational transformation?
A coach's primary role is to ask clarifying questions to help leaders define their project, objectives, intentions, context, and expected outcomes for the transformation.
Can coaching provide a standard approach to organizational transformation?
No, coaching for organizational transformation is highly adaptive. Each coaching approach is tailored to the specific demands, project, context, and stakeholders involved.
What are the challenges of using coaching for organizational transformation?
Historically, some organizations viewed transformations as complex and sensitive, fearing coaching might be instrumentalized or used as an alibi, making it difficult to engage effectively.
Key Terms
- Coaching d'organisation — A coaching approach focused on supporting the strategy and process of organizational transformation, rather than advising on the transformation's content.
- Transformation des organisations — Profound and ongoing changes within an organization, often with significant HR impacts and challenges for leadership and employees.