Abstract

Coaching practice, which occurs largely in organizational contexts, has traditionally been seen as forward-looking dialogue that moves clients from intentions to goal attainment. Extensive research can be found attesting to the value of coaching experiences for personal and professional development. Yet, with exponential growth in this field, what is represented as coaching may take a wide variety of forms,  thereby obscuring and problematizing what the nature of professional coaching is, especially as articulated by professional coaching organizations. As well, with such diversity in coaching approaches, how can organizations fully appreciate what they are inviting into their environment when they choose to employ coaching as an HRD strategy? The 6 whats model aims to recenter awareness on the essential elements of a coaching conversation in order that the coherence of coaching practice is more consistent and that practice boundaries for this relatively new profession can be reaffirmed. It builds upon historical traditions within the coaching field and articulates the core elements of coaching conversations that are required so that coaching relationships remain within their legitimate domain of professional endeavor.

This work is licensed under a Creative Commons Attribution 4.0 License.