ABSTRACT
The person-centred management accountability hierarchies typical organisations are increasingly ineffective in addressing volatile, uncertain, complex and ambiguous challenges. The primary role of the coach then is to develop peer-to-peer coaching in the team as part of their work. This must span the self, task and organisational houses, with the coach supporting a number of areas including: social-emotional and cognitive development; self-governing organisation design and processes. Self-organising requires a far greater adaptive capacity than a traditional management hierarchy, which can best be delivered by also being a developmental organisation using peer-to-peer coaching processes as part of work. The developmental organisation concepts emerged initially in traditional hierarchies, but more recently it has become clear that each enables the other. Any organisation, agile, or even a traditional management accountability hierarchy benefits; however, without the capacity to change the organisation design at all scales, such peer-to-peer developmental scaffolding is less effective.
