The document explores the relationship between coaching and organizational development (OD), emphasizing their collaborative nature and how OD principles enhance coaching effectiveness. It defines coaching as a goal-oriented process focused on individual and organizational growth and discusses key characteristics of OD, including systems orientation, humanistic values, and change facilitation. The importance of organizational support in coaching is highlighted, along with impactful coaching questions that incorporate an OD perspective.

2. Nothing ever exists entirely alone;
everything is in relation to everything
-- The Buddha

3. OVERVIEW
 What is Coaching? What is Organization Development (OD)?
 What OD can Add to Coaching
 Levels of System
 Characteristics of OD and Coaching; Commonalities
 Organization Development and Coaching Skills
 OD Areas of Interest
 Importance of Organizational Support
 Coaching Questions with an OD Perspective

4. COACHING
Coaching is a goals-oriented, collaborative, change process
involving an individual and coach that is focused on helping an
individual grow and develop intrapersonally, interpersonally
and organizationally.
Source: Bono, Purvanova, Towler, & Peterson, 2009; Jones et al., 2015; Kilburg, 2000; Levenson, 2009; Ratiu & Baban, 2012; Ratiu et al., 2017; Smither, 2011; Witherspoon & White, 1996

5. ORGANIZATION DEVELOPMENT
Organization development is a theory-and-applied
behavioral science approach for bringing about desired
change in a system (i.e. organization, group,
family, etc.).
Source: French and Bell, Burke, and Beckhard

6.  Every part of a system impacts every other part of the system
 Every action has a reaction
 Broader organizational perspective
 Helps client see her/his behavior in the context of the “bigger
picture”
 Greater retention of behavior change
WHAT OD CAN ADD TO COACHING

7. LEVELS OF SYSTEM
Interpersona
l
Group/
Team/Family
Individua
l
Organization
/
Community/
Extended
Family
Intragrou
p
Intergroup
Inter-
organizational
Intraperson
al
Intra-
organization
al

8. Organization
Development
1. Systems
Orientation
2. Humanistic
Values
3. Learning
and
Development
4. Action
Research
5.Process
Orientation
6. Change
Agent
7. Levels of
Intervention
CHARACTERISTICS OF ORGANIZATION DEVELOPMENT
Systems Orientation
All parts of the organization impact one another so must work together.
Humanistic Values
Positive beliefs about the potential of employees
Learning and Development
Interventions in organizations are intended to promote learning and
development.
Action Research
Desired state is identified, data from system are gathered, action is taken,
progress toward desired state is assessed and adjustments are made as
needed.
Process Orientation
Attention paid to the process of how work gets done.
Change Agent
Stimulate, facilitate and coordinate change.
Levels of Interventions

9. Organization
Development
1. Systems
Orientation
2. Humanistic
Values
3. Learning
and
Development
4. Action
Research
5.Process
Orientation
6. Change
Agent
7. Levels of
Intervention
ORGANIZATION DEVELOPMENT
Coaching
1. Individual
Orientation
2. Action-
Oriented
3. Learning
and
Development
4. Use of Self
as Change
Agent
5. Change
Process
6. Develops
intrapersonal
and
interpersonal
7. Inquiry-
Based
COACHING

10. Method and
Process of Inquiry
Personal
Discovery
Use of Self
Humanistic
Values
Embody learning
and development
Harnessing the
intelligence
within
ORGANIZATION DEVELOPMENT COACHING

11. Vision without systems thinking ends up painting
lovely pictures of the future with no deep
understanding of the forces that must be mastered to
move from here to there.
-- Peter Senge

12. OD Skills Coaching Skills
Larger System Individual
Knowledge of Management and Organizational
Theory
Knowledge of Adult Learning and Development
Theories
Open and Effective Communication Open and Effective Communication
Group Dynamics and Organizational Behavior Individual Dynamics and Behavior
Facilitation Facilitation
Process Consultation Inquiry and Empathy
Relationship Building Co-Creating Relationship
Use of Self/Self-Awareness Use of Self/Self-Awareness
SKILLS

13. AREAS OF INTEREST IN OD
 Leadership and Authority
 Power
 Decision-Making
 Differentiation
 Conflict
 Sub-Grouping
 Diversity
 Hidden Agendas
 Support
 Communicating across Boundaries
 Teamwork
 Collaboration and Competition
 Self-Awareness
 Culture
 Multi-cultural
 Content and Process (Task and
Maintenance)

14.  Organizational scapegoating and “the problem person”
 Seldom do organizations account for events and environments that trigger undesirable
behavior
 Organizations can support by breaking down bureaucratic barriers
 Providing emotional support
 Understanding that failures can pave the path toward success
 Providing sponsors for the coaching engagement or program
 Organizational support for coaching outcomes
IMPORTANCE OF ORGANIZATIONAL SUPPORT

15. What do you think are the most impactful coaching questions
that bring in the OD perspective?

16. COACHING QUESTIONS WITH AN OD PERSPECTIVE
 What are you working in service of?
 In what ways are you participating in having the relationships you desire?
 In what ways do you prevent yourself from getting what you want? What gets in the way?
 How will what you do impact the organization? What is the organization’s impact on you?
 What are the business implications for your coaching outcomes?
 How do others see you in this regard: peers, subordinates, boss?
 How does the culture of the organization or team impact your actions?
 What are the norms (unwritten rules for behavior) in your work group that affect your desired behavior?
 How does what you do in this situation impact your peers?
 What roles do you play in your team at work?

17. When people do things they weren’t even sure they were capable of, I
think it comes back to connection. Connection with teammates.
Connection with organization. Feeling like they belong in the
environment. I think it is a human need – the need to feel connected.
-- Theo Epstein

18. QUESTIONS?