Coaching Connection /

Expanding one’s knowledge of team coaching through reading and review of classic, current and emerging publications specific to Team coaching, trans-disciplinary knowledge, theories and original research can lead to more productive and successful team coaching experiences.


Coaching: Evoking Excellence in Others - Third Edition

James Flaherty

Helping: How to Offer, Give, and Receive Help

Edgar Schein

Humble Inquiry: The Gentle Art of Asking Instead of Telling

Edgar Schein

Humble Consulting: How to Provide Real Help Faster

Edgar Schein

Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership

John Whitmore

The Inner Game of Tennis: The Classic Guide to the Mental Side of Peak Performance

W. Timothy Gallwey

The Heart of Coaching: Using Transformational Coaching to Create a High-Performance Coaching Culture

Thomas G. Crane

Coaching Questions: A Coach's Guide to Powerful Asking Skills - First Edition

Tony Stoltzfus

Leadership Team Coaching: Developing Collective Transformational Leadership

Peter Hawkins

Coaching the Team at Work - First Edition

David Clutterbuck

Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy

Amy C. Edmondson

The Complete Handbook of Coaching - Second Edition

Elaine Cox
Tatiana Bachkirova
David Clutterbuck

The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization

Peter M. Senge

The Handbook of Knowledge-Based Coaching: From Theory to Practice - First Edition

Leni Wildflower
Diane Brennan

Leading Teams: Setting the Stage for Great Performances - First Edition

J. Richard Hackman

Group and Team Coaching: The Essential Guide (Essential Coaching Skills and Knowledge) - First Edition

Christine Thornton

The Center for Creative Leadership Handbook of Coaching in Organizations (J-B CCL (Center for Creative Leadership)) - First Edition

Douglas Riddle
Emily R. Hoole
Elizabeth C. D. Gullette


Three Success Factors for Continual Improvement in Healthcare: An Analysis of the Reports of Improvement Team Members

Brandrud A.S., Schreiner A., Hjortdahl P., Helljesen G.S., Nyen B. & Nelson E.C. (2011) Three success factors for continual improvement in healthcare: an analysis of the reports of improvement team members. BMJ Quality and Safety 20 (2), 251–259.

INTRODUCTION: The objectives of the Breakthrough Series Collaborative are to close the gap between what we know and what we do, and to contribute to continuous quality improvement (CQI) of healthcare through collaborative learning. The improvement efforts are guided by a systematic approach, combining professional and improvement knowledge.

OBJECTIVES: To explore what the improvement teams have learnt from participating in the collaborative and from dealing with promoting and inhibiting factors encountered.

METHOD: Qualitative interviews with 19 team members were conducted in four focus groups, using the Critical
Incident Technique. A critical incident is one that makes significant contributions, either positively or negatively, to an activity.

RESULTS: The elements of a culture of improvement are revealed by the critical incidents, and reflect the eight domains of knowledge, as a product of collaborative learning. The improvement knowledge and skills of individuals are important elements, but not enough to achieve sustainable changes. 90% of the material reflects the need for a system of CQI to solve the problems that organisations experience in trying to make lasting improvements.

CONCLUSION: A pattern of three success factors for CQI emerges: (1) continuous and reliable information, including measurement, about best and current practice; (2) engagement of everybody in all phases of the improvement work: the patient and family, the leadership, the professional environment and the staff; and (3) an infrastructure based on improvement knowledge, with multidisciplinary teams, available coaching, learning systems and sustainability systems.

Guest Editorial: Unlocking Potential-Coaching as a Means to Enhance Leadership and Role Performance in Nursing

Byrne G. (2007) Guest editorial: unlocking potential-coaching as a means to enhance leadership and role performance in nursing. Journal of Clinical Nursing 16 (11), 1987–1988.

How Coaching Drives High Performance at Portman: Instilling a Culture of High Performance from the Top Down

Elliott A. (2006) How coaching drives high performance at Portman: instilling a culture of high performance from the top down. Strategic Human Resource Review 5 (4), 20–23.

Portman Building Society created a culture of optimum performance by appointing “Coaching Champions” to encourage employees to excel and improve retention rates. Its HR director, Ann Elliot, explains the reasons behind this move, the various measures that were introduced, and details the beneficial impact they’ve had on the organization.

A Theory of Team Coaching

Facteau J.D., Dobbins G.H., Russell J.E.A., Ladd R.T. & Hackman J.R. & Wageman R. (2005) A theory of team coaching. Academy of Management Review 30 (2), 269–287.

After briefly reviewing the existing literature on team coaching, we propose a new model with three distinguishing features. The model (1) focuses on the functions that coaching serves for a team, rather than on either specific leader behaviors or leadership styles, (2) identifies the specific times in the task performance process when coaching interventions are most likely to have their intended effects, and (3) explicates the conditions under which team-focused coaching is and is not likely to facilitate performance.

Coaching in Nursing: An Introduction

Donner G. and Wheeler M.M. (2009) Coaching in Nursing: An Introduction. International Council of Nurses and The Honor Society of Nursing, Sigma Theta Tau International. Indianapolis, IN: Printing Partners.

The Coaching in Nursing Workbook is a free resource from the International Council of Nurses and the Honor Society of Nursing, Sigma Theta Tau International.

This tool is a hands-on guide that can be used to teach nurses coaching principles and skills in order to develop individual professional competencies and to improve nurse staffing retention.

Facilitating Improvement in Primary Care: The Promise of Practice Coaching

Grumbach K., Bainbridge E. and Bodenheimer T. (2012) Facilitating improvement in primary care: the promise of practice coaching. The Commonwealth Fund, 1605(15), 1-14.

Practice coaching, also called practice facilitation, assists physician practices with the desire to improve in such areas as patient access, chronic and preventive care, electronic medical record use, patient-centeredness, cultural competence, and team-building. This issue brief clarifies the essential features of practice coaching and offers guidance for health system leaders, public and private insurers, and federal and state policymakers on how best to structure and design these programs in primary care settings. Good-quality evidence demonstrates that practice coaching is effective. The authors argue that primary care delivery in the United States would benefit from a more systematic approach to the training and deployment of primary care practice coaches.