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The use of literary techniques in coaching

Elaine Robinson (Nottingham Business School, Nottingham Trent University, Nottingham, UK)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 26 October 2010

2710

Abstract

Purpose

The aim of this paper is to demonstrate a reflective use of literary devices, within an over‐arching concept of narrative, in practical coaching. The paper also aims to show the benefits of working with literary devices within the coaching relationship and provide a few practitioner tips.

Design/methodology/approach

Using case study methodology and based on the recorded field notes of five participating coachees, the nature of the relationship between coach and coachee in coaching conversations forms the empirical basis of the paper. A framework of sub‐headings of different forms of narrative; stream of consciousness, metaphor, time and space, analepsis, prolepsis and focalisation are applied to the case studies in the context of coaching sessions. The analysis includes reflections of the coach.

Findings

Literary language devices associated with narrative can be applied in the coaching context. Such techniques can be used for the analysis and interpretation of coaching conversations to enable sense‐making and enhancement of insightful questioning, interpretation and reflective practice.

Research limitations/implications

There are many other literary devices which could be studied and applied to coaching both as part of reflective practice and in coaching supervision.

Practical implications

There is a need for active listening by the coach and a heightened awareness of literary techniques and deep culture to explore and probe meanings through narratives embedded within coaching conversations.

Originality/value

Literary techniques are used as a means to analyse the coaching relationship and for the discovery of insightful coaching questions and reflective practice.

Keywords

Citation

Robinson, E. (2010), "The use of literary techniques in coaching", Journal of Management Development, Vol. 29 No. 10, pp. 902-913. https://doi.org/10.1108/02621711011084222

Publisher

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Emerald Group Publishing Limited

Copyright © 2010, Emerald Group Publishing Limited

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