The coach as ‘orchestrator’: more realistically managing the complex coaching context

Abstract

In this chapter we argue that the rationalistic assumptions on which dominant conceptions of the coaching process lie are out of touch with the less tidy reality experienced by coaches on the training ground. Coaching is inherently fluid and multifaceted, militating against ‘clean’ treatment typified by the pre-specification of a cumulative sequence of precise objectives and monitoring of their achievement (Jones et al. 2004, Cassidy et al. 2004). Such rationalistic notions, therefore, have limited potential either for understanding coaching or for guiding practitioners. We draw on organisational and educational theory, and on evidence about coaching practice to support our contention that conventional rationalistic assumptions ignore the endemic element of ambiguity in the coaching process.