D Drake International Journal of Coaching in Organizations 2007
This article addresses two trends in the field of coaching and the need in organizations to think more systemically about coaching as an overall human capital strategy. The formative stages of an epistemological model and an integrated development model for coaching are outlined as a way to address these needs. Case material from one of David Drake’s coaching projects, a large professional services firm in Australasia, is offered to ground this scholarly work in practice. One of the key themes that emerged through drake’s initial assessment work with them, the tensions around the mutual determination of the agenda in coaching conversations, is explored using these two models as a frame of reference. Three recommendations for the way forward in coaching are offered as part of the conclusion.