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Additional resources for Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement
120). This approach suggests that clients don’t need insight; they just need direction (the right “tightly structured program of things to do”). And while it is certainly true that clients cannot change the past, it is equally true that they cannot escape it. ’ Whine, whine, whine. ’ They don’t need empathy. They need someone to look ’em in the eye and say, ‘If you want to change, do this’” (p. 120). In this view, change is as easy as receiving the right direction from a coach who can show clients the way.
But follow up on a regular basis, and you know what’s going to happen? ” (p. 115) What is the ultimate aim of coaching? According to this proﬁle, it is not about changing behavior: Coaching, [Goldsmith] had recently realized, was not, ultimately, about changing his client’s behavior so much as changing percep- The Contexts of Coaching tions of the client’s behavior. He had observed that his clients had to change a hundred percent to get ten percent credit, partly because people could be ungenerous, but mostly because they simply didn’t notice.
210) The symbolic trappings of therapy as opposed to coaching convey some of the critical distinctions. In therapy, clients, still often called patients, typically visit the therapist’s office, where credentials are prominently displayed and other elements of the setting convey the authoritative role of the therapist in providing treatment. A therapeutic relationship begins with the requisite medical insurance paperwork being completed. The relationship is a therapeutic one, heavily modeled on the doctor/patient relationship of medical practice.