The relationship between coaching supervisor and supervisee is central for successful coaching supervision. The formation of this relationship seems to be even more important when considering the following two influential factors: (1) We live in a hypercomplex society in which both individuals and organizations struggle with increasing diversity and organizational challenges, and where it has become impossible to reach unequivocal and long-lasting solutions to these challenges. (2) Supervision is a relationship between colleagues and shall be seen as a collaborative learning alliance. The agenda for the conversation is to provide a space for new reflections by initiating a process that leads to transformation, a new self-understanding and enhanced agency. Third-generation coaching (Stelter, 2014), inspires this transformational process, where both sides are collaborative partners, even fellow-human companions, and where the dialogical focus is on value reflection and the striving for meaning-making.
Based on research into ‘common factors’, the main intention of this presentation is to unfold and illustrate four key dimensions of the coaching supervision relationship:
- The dialogical dimension
- The narrative-collaborative dimension,
- The value-based dimension
- Feedback as collaborative and outcome-oriented practice.