This paper explores the perceived challenges an organisation may face when planning to introduce internal coaching into a fast-paced, volatile, uncertain, complex and ambiguous (VUCA) environment. Using a case study methodology, the research is based on 14 semi-structured interviews and interrogation of company documents. The study revealed some surprising insights with possible implications for theory and practice and that the scope, role and format of coaching may need to be thought of differently to fit this environment.
VUCA, internal coaching, case study, spot coaching, managers as coaches
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Published by Oxford Brookes University
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