ABSTRACT
If many books have been written addressing organizational change, very few mention organizational coaching. None provides frameworks and perspectives that can assist coaches working in multinational companies or on cross-border challenges. Most approaches rely on either the Organization Development (OD) paradigm (Lewin 1947; McGregor 1971) or the Corporate Culture Change methods (Schein 1985). Models were either ‘commitment based’, trying to convince employees and middle management by showing positive images of the future, or ‘compliance based’, changing behaviours by imperatives. These models only go so far in providing guidance and clarity for coaches immersed in the complexity of global business. The two authors have published a book on this subject in France (Moral and Henrichfreise 2008). This chapter summarizes its key ideas and includes new international experiences from their organizational coaching activities.
