Coaching - Project Manager as Change Agent

Changes happen in projects and may arise from project team members, stakeholder requests, complaints or a wide range of other factors, however, it is the Project Managers responsibility to manage the change and implement corrective actions <ref>[''PRINCE2''] ''Great Britain. Office of Government Commerce. (2009). Managing successful projects with PRINCE2. TSO.'' </ref>. Corrective actions as e.g. re-scheduling, re-planning, and re-budgeting is one thing, another, far less covered by standards, is the action ensuring that a team member, the entire team, as well as stakeholders, are on track after adjusting the project. Often skills, knowledge, and experience need to be developed or enhanced to comply with new, increased demands, but also a team members mindset and attitude might need to be adjusted. Coaching is one of the interpersonal skills that a Project Manager is recommended to possess according to standards <ref>[''PMBOK''] ''Committee, P. M. I. S. (2004). A guide to the Project Management Body of Knowledge (PMBOK), Newtown Square, PA: Project Management Institute. Inc.'' </ref>. However, where standards see coaching as a means of developing the project team to a higher level of competency and performance, merely by focusing on development or enhancement of specific skills, experience, and knowledge, other literature sees coaching as a process 'unlocking a person’s potential to maximize their own performance' which includes working with a persons mindset and attitude.<ref>[''Coaching''] ''Whitmore, J. (2009). Coaching for performance: GROWing human potential and purpose: the principles and practice of coaching and leadership. Nicholas Brealey.'' </ref> Looking into change management theory and the role of the Change Agent interpersonal skills similar to the Project Managers is found convenient. Further, four collaborative modes of intervening is presented aiming to support the Change Agent facilitating a change.<ref>[''Change''] ''Hayes, J. (2014). The theory and practice of change management, 521. https://doi.org/10.1007/s13398-014-0173-7.2'' </ref> A limitation or a bias regarding the use of coaching as a Project Manager is based on the origin of coaching. Coaching as a concept was invented in sports in the 1970ies and was uncritically applied to an organizational context in the 1990ies without taking the shift of context into consideration. From having the coachees individual performance as the highest context in sport, suddenly the company's competitive advantage or a project's progression was the highest context. This changed the fundamental prerequisites for a coaching process totally since confidentiality between coach and coachee no longer existed, as well as the coach and the coachee no longer were in a power-free correlation.<ref>[''Coaching''] ''Molly-Søholm, T., & Jacob Storch. (2013). Ledelsesbaseret coaching. Ledelsesbaseret Coaching. L & R Business. Retrieved from https://findit.dtu.dk/en/catalog/2192969265'' </ref> A recommendation for Project Managers in regards to coaching, and especially in a situation managing change, is to apply a coaching attitude in day-to-day management, rather than applying coaching as coaching sessions. If the latter is needed, a second recommendation will be to ensure a clear framing of the highest context for the coaching session.