Decision-making and the coaching context

Abstract

As coaching psychologists we take pride in our decision-making skills. In offering our services to clients we make the implicit (or explicit) claim that we can support them in achieving results that they would not be able to achieve by themselves. Indeed, our claims to a professional status are predicated in part on the quality of the decisions we make in relation to the knowledge and evidence of our discipline. However, the available evidence-base for the effectiveness of our decision-making does not necessarily support our assertions. Additionally, there is a paucity of guidance on how to acquire effective decision-making skills. This paper provides a brief review of the literature on practitioners’ decision-making prowess and examines some of the specific decision-making skills that coaching psychologists need to equip themselves for the demands of today’s work place. The case for coaching psychologists receiving formal guidance in the development of decision-making skills is presented and a framework offered that has the potential to enhance their capability for critical and creative decision-making in the current climate.