Coaching itself it a highly beneficial practice for organizations to implement regardless of their sector or global location. In fact the amount of statistical information on the benefits of coaching are ever increasing. (Wilson, 2004, p. 98) A study on a Fortune 500 company recently revealed the return on investment value coaching has provided this particular organization was 529%, and there were numerous intangible benefits as well. (Wilson, 2004, p. 98) Other statistics from this study on the benefits of coaching showed:
- 77% reported coaching had increased at least one of nine performance measures
- 60% showed specific financial benefits from coaching
- 84% saw improvements on performance and goal achievement
- 60% had an increase in openness to personal learning and development
- 58% helped identify solutions to work-related issues (Wilson, 2004, p. 98)
It is clear that coaching provides a wide variety of benefits to an organization. In the instance an organization also added the Organization Cultural Assessment Instrument (OCAI) to its coaching strategy the benefits only increase. The OCAI is the most widely used cultural assessment tool in the world, (Cameron, 2011) used in coordination with the Competing Values Framework (CVF), which separate culture into four cultural types to develop a cultural signature of an organization. Over the last thirty years since the development of the CVF and OCAI, (Quinn and Rohrbaugh, 1983) the tools have shown sound psychometric as a culture measure. (Howard, 1998) The benefits have included organizational and managerial communication, (Dastmalchian, 2000) group decision making, (Reagan, 1990) corporate ethical codes, (Stevens, 1996) as well as several other areas of application.
With the high value coaching adds to an organization, the addition of the OCAI creates an opportunity for an organization to make incredible strides forward. Everyone involved in the process seems to benefit from the process of coaching around the OCAI.
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (3 edition). San Francisco, CA: Jossey-Bass.
Carol Wilson. (2004). Coaching and coach training in the workplace. Industrial and Commercial Training, 36(3), 96–98.
Dastmalchian, A., Lee, S., & Ng, I. (2000). The interplay between organizational and national cultures: a comparison of organizational practices in Canada and South Korea using the Competing Values Framework. The International Journal of Human Resource Management, 11(2), 388–412.
Larry W. Howard. (1998). Validating the competing values model as a representation of organizational cultures. The International Journal of Organizational Analysis, 6(3), 231–250.
Quinn, R. E., & Rohrbaugh, J. (1983). A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science, 29(3), 363–377.
Reagan, P., & Rohrbaugh, J. (1990). Group Decision Process Effectiveness A Competing Values Approach. Group & Organization Management, 15(1), 20–43.
Stevens, B. (1996). Using the Competing Values Framework to Assess Corporate Ethical Codes. Journal of Business Communication, 33(1), 71–84.