Critical action learning: a method or strategy for peer supervision of coaching practice

ABSTRACT

This paper deals with the on-going practice of a critical action learning set who come together to meet their needs for coaching supervision as a group of executive coaches working from, and within, the University sector in South Wales. The reasons for the successes of, and the challenges around, this practice of four years standing have been articulated using an academic backdrop. The use of multi-factorial supervision has been heralded as being able to give a more rounded form of supervision which, despite its challenges, has, in this example, stood the test of time. Further data are required to try to understand if this form of supervision provides better coaching to the executive field in South Wales and beyond, and what can be learnt from the practice of supervision in general.

KEYWORDS:

• action learning
• coaching
• supervision
• coaching supervision
• peer supervision

Acknowledgements

The authors wish to acknowledge Pam Heneberry, Dave Crisp, Sue Gwynn and Ruth Evans, the other members of the group, who contributed to the initial discussions involved with this paper.

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes on contributors

Dr Arthur Turner is a Senior Lecturer at the University of the West of England and a Visiting Fellow at the University of South Wales, as well as Co-Director with a leadership and management consultancy company called the Professional Development Centre Limited.

Dave Tee is a coaching researcher and practitioner, as well as a Chartered Psychologist. He is Senior Lecturer in Occupational Psychology at the University of South Wales.

Sally Crompton is a self-employed executive and life coach operating in south Wales.