ABSTRACT
This chapter explores a cross-section of models that influence the work of business and executive coaches worldwide. It highlights the work of Daniel Goleman, John Whitmore, David Lane, New Ventures West, David Kolb, Frederick Hudson, Thomas Cummings and Christopher Worley, and Ken Wilber. The chapter discuss four-quadrant models, circular and U-process models. It introduces a variety of models for own learning and development. The chapter explores a variety of coaching models and gives examples of how to facilitate a coaching conversation with each one. Part of a coach's discipline is to be able to use and understand models to structure the coaching intervention, helping the client to develop self-awareness and to change behaviour. The coaching conversation is essentially reflecting on experience. Coach and client reflect the client's experience and behaviours, devising new thinking, feeling, behaviours and actions.
