A historical analysis shows us three basic strategies dominating the field of organizational coaching. The strategies differ most significantly in their view of the relationship holding between coach and coachee (individual person or group/team). The lecture will present arguments in favour of a coaching strategy based on a symmetrical relationship between coach and coachee. Ideally speaking, this strategy offers coaching as a space for facilitated (self-)reflection. The two basic arguments supporting such a strategic choice: (1) We live in a hypercomplex postmodern society where self-reflexivity is constantly demanded. (2) To an increasing degree, management today takes the form of self-management; the self-managing employee needs coaching as a tool-for-reflection.