ABSTRACT
This chapter discusses the number of vignettes drawn from narrative accounts of coaching interventions by practitioners working in different geographic and cultural contexts. It also discusses key approach within HRD’s broad repertoire of developmental approaches within different organisational contexts, especially in the Western world. Coaching as a blend of ‘art and science’ conveys the implication that there is more than just theory, there is a science of coaching, and is partly an ‘art’. The associations in the previous terms colours the idea of being a coach, particularly in China, and this may be shared across Asia, with essential expertise and may begin to influence the manner or style in which a coach presents themselves to potential sponsors and the form they adopt when conducting a coaching session. The concept of ‘empowerment’ surfaced from our participants as support for the trust in the client’s capacity to be self-determined.
