Relational Coaching for Management Consultants: A Social Constructionist Action Research Study

In this dissertation, the author describes the development of a practice called Relational Coaching for Management Consultants. This practice has been developed as a resource for management consultants who seek to ‘take a look in the mirror’ with regard to their facilitating role in complex organizational change processes. The author’s ultimate aim is to contribute to decreasing the infamous number of 70% of organizational change initiatives that fail to deliver the expected results.

The practice of Relational Coaching for Management Consultants was developed through an Action Research study from a Social Constructionist orientation. In collaboration with an Amsterdam based management consulting firm, the author used psychosocial therapeutic and coaching knowledge bases in co-constructing this practice as a tailor-made development opportunity. The developed practice consists of two distinct phases: a tailor-made coaching journey around management consultants’ particular coaching questions, and a coaching follow-up using a reflective journal.

In addition to detailing the coaching process and the particular outcomes for the participating management consultants, the author conceptually describes the practice in an attempt to contribute to Generative Theory. As such, this dissertation may be considered a contribution to the field of Reflexive Management Learning.