The Coaching Research Agenda: Pitfalls, Potholes and Potentials

Archival (Document) Review

A researcher usually can request copies of pertinent documents regarding the coaching process. Some documents should be read carefully, especially those concerning goals, policies and outcomes related to the problem or need that precipitated the initiation of the coaching program (whether by the individual requesting coaching or the organization which initiated the coaching). Additional documents can be reviewed quickly for broad themes and particularly unique or contradictory perceptions or recommendations.

Unobtrusive Measures

Other types of information found in activity records (for example, schedule of coaching appointments), budgets, evaluation forms and related archival sources are of value, even if they do not have to do directly with the convening problem—for archival sources of information tend to be nonreactive or unobtrusive. The collection of this information will not disrupt or influence the continuing coaching events. Coaching contracts, minutes from important planning meetings, and even the informal stories (and jokes) about the coaching process are of comparable value. These unobtrusive measures tend to be descriptively rich and persuasive. They reveal something about the “real life” of the coaching process.

Obtrusive Measures

The reactions to certain data collection procedures are also of some benefit, for these reactions tell much about not only the coaching process, but also broader environmental dynamics (the nature of the rugged or dancing landscape in which the coaching is taking place). For instance, the way in which a researcher is introduced and provided with an orientation and appropriate support services may be indicative of the level of support for professional coaching in the organization. Similarly, to the extent that a researcher disrupts the flow of work when observing it, one can infer (with confirming evidence from other sources) that there is no precedent for peer observation and probably strong attitudes supporting professional autonomy. Such information has value when interpreting the apparent success or failure of a coaching program to influence professional behavior. The response of people to the current research initiative or to previous research initiatives is indicative of attitudes, goals and receptivity to change. The obtrusive event serves as litmus paper. It helps in preparing a map of the landscape.