Coaches' views on the relevance of unconscious dynamics to executive coaching

Abstract

This article examines coaches' views on the role of unconscious dynamics in executive coaching. It considers whether they believe unconscious dynamics to be relevant in coaching; it addresses the role of coach training and supervision in understanding them; and it explores how coaches distinguish between coaching and psychotherapeutic interventions. The research was based on two strategies with coaches in the UK: an online survey (n = 376); and 15 in-depth qualitative interviews and suggests that the unconscious is widely accepted as central in coaching. Most coaches perceived unconscious processes to be relevant to (89%) and occur in (68%) the majority of coaching conversations; a very small number of coaches saw dangers in raising awareness of them; and just under half (47%) considered that their coaching training had adequately prepared them to deal with unconscious processes. Coaches who had practised for less than one year were least likely to have supervision or to feel adequately prepared to deal with these dynamics. Many coaches felt the boundaries between counselling, therapy and coaching were ‘fuzzy’ and highlighted the need for psychological awareness. This article puts forward two models to position coaching within diverse knowledge bases; and sets out recommendations related to training.