ABSTRACT
Values structure information and support decision-making. Most of the time, they act as passive devices helping us cope with the world and providing answers to questions we have stopped asking ourselves. However, without the acknowledgment of their power, coaches run the risk of value imposition. This chapter reviews value conflicts such as choosing to work in an industry that conflicts with the coach’s values (in this case, the mining industry for an environmentalist coach) and using coaching for firing purposes. With our experts, we discuss notably the role of self and critical reflexivity.
