Making sense through coaching

Abstract

Purpose

The paper sets out to consider the value of coaching to the sensemaking process. It aims to demonstrate how coaching enhances sensemaking and seeks to describe coaching as a sensemaking activity.

Design/methodology/approach

The objectives are achieved by exploring the literature of both coaching and sensemaking with the purpose of demonstrating the mutually supportive nature of coaching and sensemaking.

Findings

By analysing sensemaking and coaching activities, the paper aims to demonstrate that coaching greatly supports and enhances the quality of the sensemaking activities of the individual.

Research limitations/implications

Coaching as an academic discipline is still in its infancy and lacking in sound empirical research. It would be value for future research activities to focus on the sensemaking the individual engages with during the coaching process.

Practical implications

As mentioned above, sound academic research is necessary in order to understand the nature of coaching. This paper goes some way in exploring both coaching as a sensemaking process and also how coaching fundamentally supports the sensemaking process the individual engages in.

Originality/value

Coaching has not been explored in relation to sensemaking nor the value that coaching brings to sensemaking. Exploring coaching from a sensemaking perspective helps create a deeper understanding of what takes place within the coaching relationship.

Citation

Du Toit, A. (2007), "Making sense through coaching", Journal of Management Development, Vol. 26 No. 3, pp. 282-291. https://doi.org/10.1108/02621710710732164