ABSTRACT
In this chapter, Clare Huffington looks at the huge growth in the coaching market in organizations in all sectors in relation to the relative decline in the market for large-scale organizational consultancy and asks why this should be the case. One of the key questions that remains is whether coaching individuals in an organization can ever be more than the sum of the parts: the challenge to systemic practitioners may be to design new methods and approaches to changing whole systems that appeal to leaders in organizations today. Coaching could become a vehicle for change in an organization if it is offered to the chief executive or boss of the organization and/or the key decision-makers. The role of the coach here is perhaps to be able to help clients become more aware of both the task and people side of a leadership role and to bring this awareness of emotion into the life of the organization.
