ABSTRACT

This chapter explains a series of perspectives on the relational turn that have potential bearing on the theory and practice of coaching. It introduces the ideas have a number of possible implications for the theory and practice of coaching and the dynamics of the coaching relationship. A more integrative and relational orientation to coaching, equally, cannot but be shaped by a host of working principles about human development, identity and relational dynamics, but seeks to be increasingly aware of the assumptions underpinning relating and action. The chapter explores a number of issues and dynamics encountered in coaching and organisational life that have particular relevance to a relational orientation, or where a relational orientation might offer a wider perspective for negotiating difference and navigating complexity. It ends with some of the implications of a relational orientation for ethical practice, supervision and the training of coaches.