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The challenges of coaching and mentoring 23
basic level. Coachbots – algorithms that attempt to emulate the questioning
approach of coaches are still very clunky, easily flummoxed and unlikely to be
taken for a human. The investment to take them to that point would be enor-
mous, requiring at the least a library of tens of thousands of coaching or men-
toring conversations. Even with such a resource to draw upon, the challenge
remains in determining what »good« looks like. If the AI »learns« from analys-
ing thousands of poor or mediocre conversations, that is what it will emulate.
What an AI lacks includes the ability to draw on wider life experience, the
associated skill of intuition and the ability to connect at the level of shared val-
ues, which underlies the creation of a professional friendship. A big question
about the last of these is the extent to which clients want to build a professional
friendship with a therapist or coach. Sometimes it can be easier (as the USC
researchers have found) to disclose in a neutral environment – in a human to
human relationship, there is always at least a residual discomfort arising from
the fear of being judged. It is also unclear whether the AI performs well at all
the functions of a trauma therapist or just at the diagnostic functions.
Who is under threat?
So, what is to stop Ellie’s near-future cousins replacing coaches? The answer, I
suspect, lies in the purpose of coaching and in the coaches’ relative maturity.
In terms of coaching purpose, a well-accepted framework defines four types
of intervention, of increasing complexity and capability required by the coach:
skills, performance, behaviour change and transformational. Both skills and
performance coaching function primarily through the application (conscious or
unconscious) of a relatively small number of algorithms. (The much-overused
»on a scale of 0 to 10« process is one example of such an algorithm.) As long as
there are frequently repeated patterns, seen in multiple situations and clients,
an AI can learn to do these at least as well as a human. The USC researchers
have already, for example, developed an AI for the US military that can coach
soldiers to negotiate with an Afghan war criminal – a skill that requires, among
other things, a high level of cultural sensitivity (Gratch, 2014).
So, skills and performance coaching are most at risk. Behavioural and trans-
formational coaching are less at risk, because the core of the process is the
internal reflection that clients undertake, much of it outside the formal coach-
ing sessions. The personal experience and wisdom of the coach (or mentor) is
more relevant, as is the art of helping someone connect with their values, find
the metaphors that release their dreams, develop intrinsic motivation or let go.
Open-Access-Publikation im Sinne der CC-Lizenz BY-NC-ND 4.0
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Buch Coaching im digitalen Wandel"
Coaching im digitalen Wandel
- Titel
- Coaching im digitalen Wandel
- Herausgeber
- Robert Wegener
- Silvano Ackermann
- Jeremias Amstutz
- Silvia Deplazes
- Hansjörg Künzli
- Annamarie Ryter
- Verlag
- Vandenhoeck & Ruprecht GmbH & Co
- Datum
- 2020
- Sprache
- deutsch, englisch
- Lizenz
- CC BY-NC-ND 4.0
- ISBN
- 978-3-666-40742-0
- Abmessungen
- 15.5 x 23.2 cm
- Seiten
- 166
- Kategorie
- Technik