Changing Organisational Culture Through Group Coaching: Fact or Fiction


This case explores the relevance of group coaching to facilitating change in organisational culture. Students are asked to reflect on year one of an intervention at a large bank in Namibia and give a recommendation to the coach on whether to continue the group coaching intervention for year two, and if so what, if any, adaptations should be made. The case looks at the difference between individual, team, and group coaching. Students examine how the theoretical approach to organisational development will influence the decisions made as to how group coaching is structured and the value of the experience. The case further explores the role of reflexivity and reflective practice in coaches, leaders, and Human Resource and Organisation Development practitioners.

This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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