{"id":23763,"date":"2018-10-08T15:20:59","date_gmt":"2018-10-08T13:20:59","guid":{"rendered":"https:\/\/www.artop.de\/forschung\/fields-of-research\/professionalisation-of-coaching\/digitalisierung-von-coaching\/"},"modified":"2023-09-27T08:36:35","modified_gmt":"2023-09-27T06:36:35","slug":"digitisation-of-coaching","status":"publish","type":"page","link":"https:\/\/www.artop.de\/en\/research\/knowledge-tools\/fields-of-research\/professionalisation-of-coaching\/digitisation-of-coaching\/","title":{"rendered":"Digitisation, Implementation and Development of Coaching"},"content":{"rendered":"
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Digitisation<\/strong> is increasingly influencing the performance of coaching services. In terms of associated opportunities and risks, five relevant aspects are of interest: (1) the coaching market, (2) the coaching process, (3) the communication between coach and client, (4) the coaching methods and tools and (5) the coach himself. As representatives of the professional coaching community, we want to provide answers so that the future of coaching is not determined solely by technical innovations and digital market logic.<\/p>\n

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The way in which coaching is understood and used in organisations is influenced by the respective organisational culture. This is reflected in the assumptions about learning and change that characterise the implementation of coaching<\/strong>. Is coaching used more spontaneously or systematically, problem- or development-oriented, person- or organisation-related and how much leeway do coach and client have in designing the coaching process? Questions arise as to how coaching is implemented in organisations, i.e. who receives coaching and on what occasion, and how is the path to the coach, how is the coaching process designed and evaluated by the organisation. \u00a0In short, we are interested in understanding how coaching is percieved from a professional perspective, how coaching is used in organisations and what image is associated with it.<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Literature<\/h3>\n
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Bachmann, T. (2016).\u00a0Implizite Theorien \u00fcber Lernen und Ver\u00e4nderungen durch Coaching in Organisationen \u2013 Eine empirische Untersuchung.<\/a>\u00a0Organisationsberatung, Supervision, Coaching (23), S. 231-253.<\/p>\n

Bachmann, T. (2015).\u00a0Coaching: Schnelle Reparatur oder gr\u00fcndliche Reflexion?<\/a>\u00a0Wirtschaft und Weiterbildung 4\/2015. S. 44-47.<\/p>\n

Bachmann, T. (2014). Was Coachs \u00fcber Organisationen wissen sollten. Wirtschaft und Weiterbildung 3\/2014. S. 48-51.<\/p>\n

Bachmann, T. (2012). Coaching? Training? Organisationsentwicklung? Wirtschaft und Weiterbildung 3\/2012. S. 38-40.<\/p>\n

Bachmann, T. (2012). Coachingprozesse. In: Deutscher Bundesverband Coaching e.V. (Ed.), Coaching als Profession. Osnabr\u00fcck: DBVC. S. 65 - 78.<\/p>\n

Bachmann, T. (2012). Methoden und Tools strategischer Personalentwicklung. In M. T. Meifert (Ed.), Personalentwicklung kompakt. Eschborn: Management Circle GmbH.<\/p>\n

Bachmann, T. (2011). Allgemeine Anforderungen an einen Coach. N. Weatherly & K. M. Meyer-Luterloh (Ed.).\u00a0Patientencoaching: Band 1 Grundlagen, Praxis.<\/a>\u00a0Bonn: eRelation AG. S.44-46.<\/p>\n

Jansen, A., M\u00e4thner, E. & Bachmann, T. (2003).\u00a0Evaluation von Coaching. Eine Befragung von Coachs und Klienten zur Wirksamkeit von Coaching.<\/a>\u00a0Organisationsberatung, Supervision, Coaching, 10 (3), 245-254.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div><\/div>

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The digitalization of coaching\u2014Thoughts from the perspective of participating observation<\/h3>\n\t\t
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This article focusses on the in\ufb02uence of digitalization on the performance of coaching services. Five relevant aspects are examined with regard to the opportunities and risk. <\/p>\n

Read more<\/span><\/a><\/p>\n\t<\/div>\n\n<\/article><\/div><\/div><\/div>

Professionalisation of Coaching<\/a><\/h3>