No theory forbids me to say "Ah!" or "Ugh!", but it forbids me the bogus theorization of my "Ah!" and "Ugh!" - the value judgments. - Theodor Julius Geiger (1960)

Coaching and Supervision

The Present and Future of Coaching and Supervision

Behaviors in organizations stem from personal experiences, role expectations, rules, and ideals or visions. But conflicts arise between these, causing a disconnect between individuals and the organization. Coaching and supervision step in to bridge these gaps, aiding overwhelmed individuals and aligning them with organizational expectations.

Different counseling approaches target specific goals: individual growth, team collaboration, and integrating coaching into organizational processes. Balancing these objectives is tough and uncovers conflicting interests. Evaluating counseling services remains challenging due to limited systematic assessments, creating a gap between appearance and reality.

Critics argue that professional fields prioritize displaying competence excessively. Acknowledging clients' capabilities helps workers handle their tasks effectively. Studies emphasize the significance of employees taking charge early, especially in client interactions, for success.

While skepticism exists about the intended function of person-oriented counseling, its hidden function is crucial: personalizing effects within organizations. As organizations place more demands on individuals, coaching and supervision could offer extra motivation and security, countering the inflexibility tied to purpose or group identity.


Kühl, S. (2008), Coaching und Supervision – Zur personenorientierte Beratung in Organisationen, Wiesbaden: VS Verlag.