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.