An exploration of the mind-body connection in executive coaching : a key feature of coaching and change?
This study explores how the mind-body connection (MBC) is conceptualised in one-to-one executive coaching in organisations. This study was motivated by the need to meet the increasing demands on executive coaching at this challenging time (Bachkirova and Jackson, 2024; Cannon-Bowers et al, 2023), the need to address the lack of empirical research underpinning this fast-growing area of practice (Bachkirova, 2022), my desire to learn more about it, and to contribute to evidence-based practice (Grant, 2016). Insights from my own executive coaching practice, and the practitioner literature, suggest change can be facilitated more quickly, felt more deeply, and be more readily sustained through coaching with the MBC (Strozzi-Heckler, 2014; Palmer, 2008; Sieler, 2012). It seemed possible, to me, that the connectivity between insight and felt experience may be key. Yet such perceptions lack empirical grounding hence need to be explored. This raises questions about how the MBC is conceptualised in executive coaching, including what it is perceived to be, what role it is perceived to play, and what influences are perceived to be involved? Critical realist (CR) leanings underpin the design of this qualitative study of how the MBC is conceptualised in executive coaching. It begins with a critical examination of coaching literature centred on five coaching approaches that involve the body. Video clips of coaching with the MBC were specially made to provide a common vantage point in semi-structured interviews conducted with 12 experienced executive coaches whose practice involves the body, and 2 of their clients. This enabled their views to be compared and analysed using reflexive thematic analysis. Three key themes were developed which reveal the MBC is perceived as a connection between more than only mind and body, perceived to facilitate change and development, and perceived to influence, and be influenced by, various variables in coaching. CR theorising and learnings from literature were drawn upon to develop refreshed terminology, conceptualisations, and thinking frameworks. The term ‘systemic-somatic connectivism’ is introduced as an overarching term to refer to phenomena pertaining to the MBC. A multifaceted ‘systemic-somatic connectivity’ is conceptualised and considered a potentially key element of various aspects of coaching including the coaching relationship, the coach’s presence, and use of self as instrument. It is conceptualised to play a part in activating a systemic-somatic process of change, named ‘somasynthesis’, to tentatively account for the respondent perceptions that a different type of change experience and outcome manifests through coaching with the MBC. This study thereby contributes to research and debate pertaining to the key elements of coaching and change, lays empirical underpinnings to support the areas of practice which draw upon it, and contributes to clients and their organisations looking to gain more from executive coaching at this crucial time.
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