2nd International Columbia Coaching Conference New York City October 19th 21st, 2016 Theme Future of Coaching: Building Bridges and Expanding Boundaries! Key Dates Ope n: Novem ber 7, 201 5 C lo se : Ap ril 8, 2016 M ay 2 3, 2016 July 22, 2016 We are pleased to announce a call for proposals for the 2nd International Columbia Coaching Conference, to be held on the campus of Columbia University in New York, USA from October 19th 21st, 2016! As a conference community, we invite attendees to boldly venture into the unknown by expressing our aspirations for the potential of coaching, and our questions about coaching as an emerging field, with an eye toward actively co-creating the future of coaching together! We will explore building bridges to connect areas that are often diverging: for example, theory and practice; external coaches and internal coaching; academia and professional bodies; coaching and other helping roles (e.g., consulting, mentoring, therapy, counseling, facilitating, learning, and organization development).1 We will also examine the various ways that coaching can amplify its impact by expanding boundaries, from a traditional one-on-one engagement to teams, groups, organizations and cultures; from live, inperson coaching to incorporating globally relevant technologies. What is needed for coaching to truly flourish in the future? We invite you to join us explore these and other questions during the 2016 conference! Our conference theme builds on the provocative work of the 1st conference, Space as Context for Executive and Organizational Coaching, where we visited the history of coaching as an emerging area of professional practice, honored the legacy of those who have inspired us, and captured our collective wisdom as a community (our learnings), as well as the work yet to be done (our yearnings).
The Biannual International Columbia Coaching Conference, with a scholar-practitioner orientation, seeks to bring together a community of coaches, researchers, scholars, graduate students and others who operate in the boarder spaces of strategic talent development. 2 Our 2016 conference theme is timely, given the leaders we serve are called upon to effectively navigate a 21 st century workspace, increasingly characterized as a VUCA world (i.e., volatile, uncertain, complex, and ambiguous)! Specifically, the conference will focus on ways executive and organizational coaching can leverage its multi-disciplinary nature (i.e., bridges), while expanding its reach beyond individuals attending to the intentional integration of coaching with other learning, change, development, growth and performance processes, in and for, organizations! We invite you to submit proposals in four categories: (1) paper presentations; (2) experiential learning sessions; (3) coaching demonstrations; and (4) panel discussions. For our 2 nd conference, paper submissions will represent the more scholarly end of the continuum (i.e., based on research, theory, or specific practice informed by theory and research). Experiential learning and coaching demonstrations are intended to capture the more applied end the spectrum (i.e., opportunities to directly experience and/or observe promising practices). Finally, panel sessions will provide ideal spaces for dialogue with three to five others that represent multiple perspectives on a topic. A more detailed description for each submission category follows. English is the official language of the conference. Proposals and abstracts for all submissions must be in English. Purpose and Theme of the Conference A review of the literature on the future of coaching revealed a number of themes, for example: The growth of coaching to date has not been matched by similar growth in the research that underpins the practice 3 ; Coaching is considered an emerging, cross-disciplinary occupation that embraces the behavioral sciences, business and economics, adult education (including workplace learning) and philosophy to name a few, with the behavioral sciences as possibly the key body of knowledge for coaching 4 ; Upon close inspection executive coaching and workplace coaching is a broadly-applied human change methodology; and Coaching has yet to adopt criteria needed to be a recognized profession, such as the development of an agreed and unified body of knowledge, professional standards/qualifications, and codes of ethical behavior while some of these are completed or under development the continuation of a multiplicity (and growing) number of coaching associations suggests the pathway of coaching to professionalization is unclear 5. The current state of affairs raises the two core questions about the future of coaching that will be addressed during the 2016 conference: 1. What are the main foci of executive and organizational coaching research? And 2. What major trends will shape the future of coaching in, and for, organizations? The early roots of executive and organizational coaching lie in the person-centered approach to psychology with key thinkers such as Carl Rogers and Gerard Egan that informed progressive therapy of the day; the 1990s saw a focus on differentiating professional coaching from other helping fields (e.g., training and development, organizational development, facilitation, counseling and therapy, mentoring consulting); Will professional coaching move toward integration of various disciplines and development interventions in the future? 6 2 Columbia Coaching Program Conference 2016 Call for Proposals
Additional Guidance for Our Inquiry The 2 nd International Columbia Coaching Conference will return to the campus of Columbia University located in the Morningside Heights area on the upper West Side of New York City, USA. Columbia University and the surrounding cultural, architectural and urban experiences of New York City will provide a rich environment for us to explore the 2016 conference theme The Future of Coaching: Building Bridges and Expanding Boundaries. Manhattan, connected to the rest of New York and to other states by landmarks such as the Brooklyn Bridge, has also been a historical place of expansion, of trading across national boundaries and integrating diverse cultural influences. The intentional inquiry into the future of coaching, with an emphasis on bridges and boundaries, raises many questions that open provocative pathways for devising and implementing high-impact client engagements. The following are examples of potential guiding questions for proposals: What current, and emerging trends, will shape the future of coaching in organizations (i.e., trends directly related to coaching, e.g., growing number of professional coaching associations, coach supervision; and trends that might influence the usage of coaching in organizations, e.g., the growing popularity of talent management / development)? What does it take to be an effective executive and organizational coach (i.e., credentials including education and training, work experience, knowledge and frameworks, approach, method and process)? What specific bodies of knowledge inform coaching competencies currently promoted by professional associations (e.g., AAPC, AC, APECS, EMCC, GSAEC, IAC, IACBC, ICF, WABC)? What research exists to support the inclusion of each competency in terms of efficacy? What do we know about the current and emerging supply chain for professional coaching (e.g., role of professional associations, academic institutions, third-party providers, organizational purchasers/decision makers, governmental bodies)? How do coaches, clients, and other key stakeholders monitor the progress and impact of executive and organizational coaching? What role does organizational culture play in conceiving and implementing coaching engagements perceived as effective? What is the role of rank, power, and/or status in co-creating productive spaces for coaching to flourish? What are the main foci of coaching research (e.g., well designed outcome studies; organizational performance; ROI of coaching; boundary between coaching-specific research and other forms of organizational and psychological intervention)? What are promising examples of how coaching is combined with other interventions (e.g., Leadership Development Programs/Action Learning; Human Resource Development; Process Consultation; Change Leadership; Group facilitation; and so on)? How is coaching being applied in organizations beyond one-on-one engagements (e.g., Team Coaching, Group Coaching; Managerial Coaching; Peer Coaching; etc.)? How is technology being integrated with coaching, and how can coaches support executives relationships with, and effective utilization, with technology? The conference design will be informed by the question: How can we organize the event to encourage experimentation and new forms of learning that result from building bridges between theory and practice, while striving to expand the boundaries of the work of executive and organization coaching in the future? We aspire to bring the outside culture and experience of New York City into the conference. We will also create communities within the coaching conference for inquiry, reflection, dialogue and deep learning about coaching practices, method, styles, challenges, and success at individual, group/team and organizational levels! Descriptions of the 4 submission categories follow. For questions about paper submissions contact Program Co- Chair Keiko Muromatsu (muromatsu@toyo.jp); contact Program Co-Chair Robert Levey for questions about coach demonstrations and/or experimental learning submissions (relevey@comcast.net); contact Conference Chair Dr. Terrence E. Maltbia for questions regarding panel discussion submissions (maltbia@tc.columbia.edu). Visit our website for conference updates including: (1) sample proposals outlines and (2) guidelines for summiting proposals via the All Academic platform when available (http://cclacolumbia.org/). 3 Columbia Coaching Program Conference 2016 Call for Proposals
PROPOSAL SUBMISSIONS Submit: 800-1200 word, single-spaced (with 1 inch margins Times New Roman 12 point font) summary of full papers PAPER PRESENTATIONS All papers must focus on some aspect of executives and organizational coaching with specific connection conference theme. Papers should be based either on: Research (quantitative or qualitative, action research, case study, meta-analysis, etc.) Theory (conceptual study, model or theory development, including integrative literature reviews) Specialized Practice Area (e.g., leadership team coaching; group coaching; multi-rater feedback coaching; behavioral coaching; solution-focused; board of directions; etc.) If accepted, completed papers are expected to be a maximum of 5000 words including key abstract, key words; references and supporting materials. 3 Paper presentations will be grouped based on themes (in 90 blocks 20 minutes per paper plus opportunities to dialogue with participants). EXPERIENTIAL LEARNING SESSIONS Experiential sessions provide participants with an opportunity to directly experience an area of coaching practice through creative, interactive formats during a single 90 minute block. These sessions demonstrate integration of theory and practice, based on the author s experience with a particular practice format, theoretical frame, innovative solution and/or exploration of emerging technologies and their use in coaching. The proposal should first address the format of the presentation and participants involvement; and secondly address the theoretical perspective that frames the session. Proposals for these sessions must follow the same guidelines as paper presentations, yet clearly outline session objectives and learning approach/model employed. If accepted, completed papers are expected to be a maximum of 3500 words including references and supporting materials. COACHING DEMONSTRATIONS Coaching demonstrations focus on modeling with a client, either: (1) selected coaching competencies (i.e., specific capabilities that reside within the coach specify the source of the competency framework, e.g., EMCC, GSAEC, IAC, ICF, etc.); (2) coaching process elements (e.g., entry and contracting; aligning expectations; etc.); (3) tools (e.g., use of a specific assessment, values clarification sorts, visual explorer, etc.); and/or protocols (e.g., applying a cultural dimensions frameworks). Proposals for this category follow the same general guidelines as Experiential Learning sessions, with completed papers expected to be a maximum of 3500 words including references and supporting materials. Demos will share a 90 minute block (40 minutes each). PANEL DISCUSSIONS Panel Discussions provide opportunities to discuss new research, work in progress, and/or emerging practices, in an informal, group context. Proposals should indicate the questions the panelists (i.e., authors and/or practitioners) would like to discuss; should include a group of at least 3- panelists discussing contradictory, antagonistic or complementary points of view related to a shared topic. International collaboration is desirable. NOTE: this is the only category that does not require blind review ready. If accepted, completed papers are expected to be a maximum of 7000 words including references and supporting TO SUBMIT YOUR PAPER, VISIT OUR WEBSITE: http://cclacolumbia.org/ Select 2016 Conference and Proposals Institutional Sponsors Columbia s Coaching Center of Excellence (CCOE) is to host the 2016 Conference. CCOE is made up of: Columbia Coaching Certification Program; Columbia Coaching Learning Association; and Columbia Talent Alliance 4 Columbia Coaching Program Conference 2016 Call for Proposals
PROPOSAL SUBMISSIONS (Continued) PROPOSAL FORMAT 1) Proposal cover sheet with the following information: Title of presentation Type of presentation (paper presentation, experiential session, demonstration or panel) Name(s) and affiliation(s) of those submitting the proposal Mailing address(es) and phone numbers of submitters 2) Proposal: Please see previous sections for information about what your proposal should address regarding coaching and the conference theme Begin proposal on separate sheet with title of the presentation. Limit text to a 800-1200 word singlespaced summary. Use US letter paper format, one inch (2.54 cm) margins, 12 pt font. Times New Roman. Include a Warrant Statement for each proposal (provided below). Name(s) of submitter(s) should not appear on the proposal Submit proposals as a Microsoft Word (v. 6.0 or higher) or RTF attachment Follow instructions on our website for registering your submission, labeling your file and uploading your document. Our website is: http://cclacolumbia.org/ All proof-reading is your responsibility and must be carried out prior to submission. The editors reserve the right not to include any paper that, in their opinion, will reduce the quality of the proceedings. Evaluation Criteria 1. For ALL proposals, it: Clearly states the area of focus related to executive and organizational coaching Is grounded in a clearly stated theoretical framework Contributes original knowledge to theory and/or practice Is clearly written 2. For papers: Research design, theoretical approach and/or practical setting informing the position forwarded is clearly articulated and supported with at least 5 10 peer review references. 3. For Experiential Sessions: Activities promote experiential learning and are consistent with the theoretical framework; follows an explicit learning approach. Evaluation (continued) 4. For Demonstrations: Clearly outlines and supports the modeling of innovative and/or practical applications of coaching competencies, tools, or protocols, while making connections to conference theme. 5. For Panels: Defines the topic(s) and connection to conference theme; clearly outlines the flow of the discussion including role of the moderation, introductions, content-outline of each panel member s short presentation, panel interaction, and approach for engaging audience. Warrant statement Please include the following warrant statement in the proposal cover sheet: I (we) warrant that if my (our) paper, experiential session, demonstration or panel proposal is accepted, I (we) will submit a formally written summary for inclusion in the conference proceedings. I (we) agree that the summary will be typed and single-spaced and will respect the maximum number of words expected. I (we) understand that if this summary is not submitted by July 22, 2016, my (our) presentation will not be included as part of the Columbia Coaching Conference in New York City 2016. I (we) also agree that formatting of the document according to conference specifications is my (our) responsibility, and I (we) understand that the document will be returned to me (us) if it does not meet those specifications. 5 Columbia Coaching Program Conference 2016 Call for Proposals
NOTES 1 Tatiana Bachkirova, & Carmelina Lawton Smith, who both serve as Faculty of Business, Oxford Brooks University, UK In a recent article entitled, From competencies to capabilities in the assessment and accreditation of coaches, that appeared in the, International Journal of Evidence Based Coaching and Mentoring, Vol. 13, No. 2, August 2015, highlight the emerging divide between academia and various professional coaching bodies; John Blakey and Ian Day (2012), coauthored a provocative book entitled, Challenging Coaching: Going beyond traditional coaching to face the FACTS, invites readers to critically examine a number of taken-for-granted assumptions that guide currently guides much of professional coaching practice today, or at least, as espoused by various professional bodies taking a close examination of said assumptions, the authors note can open up expansive possibilities for coaches, their clients and other organizational stakeholders this idea is consistent with the 2016 conference theme. 2 Our thinking about enacting the scholar-practitioner role is informed by the pioneering work of Edgar Schein focused on Process Consultation, which in turn is grounded in the action research tradition, where knowledge is generated as the result of the collaboration between researchers and subjects in the context of embedding inquiry and action. Edgar Schein, was 1 of 3 keynote presenters for our 2014 pre-conference; also see article written by Ilene C. Wasserman and Kathy Kram (2009), entitled, Enacting the scholar-practitioner role: An exploration of narratives. Journal of Applied Behavioral Science, 45(1), 12-38 for a more detailed treatment of this point-of-view. 3 P. Alex Linley (2006). Coaching Research: Who? What? Where? When? Why? International Journal of Evidence Based Coaching and Mentoring, vol. 4, no.2, pp. 1-7. 4 A. M. Grant, J. Passmore, M. J. Cavanagh, J. Michel., & H. Parker (2010). The State of Play in Coaching Today: A Comprehensive Review of the Field. International Review of Industrial and Organizational Psychology, vol. 25, pp. 125-167, 5 D. E. Gray (2010). Journeys toward the professionalization of coaching: Dilemmas, dialogues, and decisions along the global pathway. Coaching: An International Journal of Theory, Research and Practice. Vol. 4, no. 1, pp. 4-19. 6 See J. Blakey & I. Day s (2012), Challenging Coaching: Going beyond traditional coaching to face the FACTS. Boston, MA: Nicholas Brealey Publishing; V. G. Brock s (2012), Sourcebook of Coaching History for discussions of the origins of professional coaching, including executive and organizational coaching.
Dr. Terrence Maltbia, Tea chers College, C olumbia Univ ersity, Faculty Director, Columbia Coaching Program Associate Professor of Practice ( Maltbia@tc.columbia.edu) Dana Kirchman, 2016 Conference Practitioner Co- Chair ( dana.kirchman@gmail.com) Fernando Yepez, Ph.D. 2016 Conference Academic Co- Chair ( fernando.yepez@arcanadirect.com) CONFERENCE CONTACTS VISIT OUR WEBSITE FOR IMPORTANT CONFERENCE RESOURCES AND UPDATES; INFORMATION TO SUBMIT PROPOSALS: http://cclacolumbia.org/ IMPORTANT DATES: NOTE: Additional guidelines for the 4 submission categories will be available shortly; select Call for Proposals from the 2016 Conference menu. Proposal Submission Deadline April 8, 2016. Decision Notification May 23, 2016. Final Camera Ready Submission Deadline July 22, 2016. Conference October 19 & 21, 2016. 7 Columbia Coaching Program Conference 2016 Call for Proposals