Executive Coaching Instrument for Implementing Organizational Change

. Intentional change through executive coaching The theory of intentional change (Boyatzis, 2006, pp.607-623), describes the essential components and processes that encourage the sustainability and desire for change in the behavior, thoughts, feelings and perceptions of a person. The theory of intentional change represents a window of vision, interpretation and perception of the way in which people and organizations can approach change and how it can become instrumental in the coaching process. The model comprises five stages or discontinuities, called discoveries (Kolb & Boyatzis, 1970, Boyatzis, 1999, Boyatzis, 2001, Goleman et al., 2002), namely: The personal ideal (1) - represents the point of departure in the personal development process (conceptually called the image of the personal ideal) which is reflected in individual aspirations. The development of this image has three major components: an image of the dreamed future, hope regarding the tangibility of this target and the inclusion of the identity of the target, which represents the foundation on which the desired image is to be built. The personal ideal is generated by the ideal of ones own ego but also by dreams and aspirations. The current reality (2) - since the selfs evaluation degree is often evasive, there must be a pertinent evaluation reflected by what the others see and whom they suppose they interact with. This stage entails the evaluation of the weak and strong points of an individual and drafting a personal reckoning as a result. The creation of a development plan/survey (3) - it comprises the personal vision, the targets that make the object of the study and the actions carried out in support of these targets. They offer a setting so that the person can gather information with a view to reaching the desired future as well as measures that must be adopted in this respect, by pointing out some clear intermediary targets. The metamorphosis (4) - experimenting and practicing some new behaviors, ways of thought and feelings that support the survey plan. At its core, this stage aims towards the implementation of the targets and covering the actions pointed out in the previous stage while assuming the risks related to the new behavior patterns. The trusting relationship that encourages experimental development (5) - the entourage represents an essential part of our environment. Then relationships that bear the most influence on us often exist in groups that have a certain importance for us. These relationships and groups give a certain meaning, specific to our own identity, leading us to desired behaviors which also generate reactions and evaluations concerning our newly adopted behavior patterns. These interactions create contexts in which we interpret our own progress in relation to the desired changes, having a significant contribution in formulating the ideal. The major impact of applying coaching in the process of intended change, often found in the managerial process, can be thus explained. Similarly, it is necessary to investigate and analyze the coaching relation in qualitative terms as well as the competencies that can be found at the level of the expectations of the parties that enter into relation. One can easily notice that at individual level, to fulfill the dreams envisioned in ones own ideals, extremely deep emotional commitments and psychological resources previously unimagined can come into play, and attention has a determining role in this stage of starting the change process. A diagram of the change process (Woodman & Pasmore & Shani, 2009, p.152), with the five stages enumerated above, is pictured in Figure 2, from the perspective of perception behaviors, by evoking the contribution of conscious awareness in front of change of the individual who takes part in this process, and respectively, the lack of awareness of the individual in front of change.

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