Erik de Haan

MSc, MA, PhD

Erik de Haan is the Director of Ashridge's Centre for Coaching with over twenty years of experience in organisational and personal development. He aims to support individuals in their search for what is right and just for themselves and for others in their organisations. His expertise covers process consulting for organisational change, facilitating management teams, working conferences, executive and team coaching.

Erik has an MSc in Theoretical Physics and gained his PhD with his research into learning and decision-making processes in perception. He is a British Psychoanalytic Council registered psychodynamic psychotherapist with an MA in psychotherapy from the Tavistock Clinic, has co-authored more than 150 articles and 10 books, and sits on the editorial board of three journals including the Consulting Psychology Journal.

Erik has worked with universities, hospitals and multinational companies. He is currently Professor of Organisation Development at the VU University Amsterdam. Erik is an Ashridge accredited coach and supervisor and is qualified to deliver a range of psychometric instruments.  

Erik de Haan

Publications

The Coaching Relationship

de Haan, E., Gannon, J. (2016) The Coaching Relationship. In T. Bachkirova & G. Spence, (Eds.), Sage Handbook of Coaching. London, Sage.

Zeigt Führungskräfte-Coaching Wirkung?

Page, N., de Haan, E. (2016). Zeigt Führungskräfte-Coaching Wirkung? Und wenn ja, wie wirkt es? Coaching und Gesellschaft: Forschung und Praxis im Dialog. Wiesbaden: Springer.

Ist das Coaching von Fuhrungskraften effektiv?

Page, N. and De Haan, E. (2015) Ist das Coaching von Furhungskraften effektiv? Fuhrungskrafte Coaching, pp1-12

Begeleidingskunde in de 21e eeuw

De Haan, E. (2015) 'Begeleidingskunde in de 21e eeuw'. Tijdschrift vooer coaching.

De werkzame elementen van coaching: relatie coach-coachee belangrijkste sleutel effectiviteit.

De Haan, E. (2015) 'De werkzame elementen van coaching: relatie coach-coachee belangrijkste sleutel effectiviteit.' Tijdschrift voor coaching.

Leaders in Crisis: Attending to the Shadow Side

De Haan, E., and Kasozi, A. (2015) 'Leaders in Crisis - Attending to the Shadow Side'. In Coaching Leaders through crises Hall,L. (ed). London: Kogan Page.

Greatest Ever Executive coaching outcome Studie: Ist wirkungsvolles Coaching auch eine Genderfrage

Mannhardt, S.M. and De Haan, E. (2015) 'Greatest Ever Executive coaching outcome Studie: Ist wirkungsvolles Coaching auch eine Genderfrage' in Wegener, R. (ed) Conference Handbook  

The leadership shadow: How to avoid derailment, hubris and overdrive

de Haan, E. (2015) 'The leadership shadow: How to recognise and avoid derailment, hubris and overdrive', Leadership [online] DOI: 10.1177/1742715015572526

A large-scale study of executive coaching outcome

de Haan, E., Burger, Y., Grant, A.., & Eriksson, P-O. (2015). 'A large-scale study of executive coaching outcome: the relative contributions of relationship, personality match, and self-efficacy.' Consulting Psychology Journal in review

The shadow side of boards - and how team coaches can help

de Haan, E. (2015) 'The shadow side of boards - and how team coaches can help'. The Training Journal.

The Leadership Shadow (part one)

De Haan, E., and Copeland, A. (2015) 'The Leadership Shadow, part one' The Training Journal,  January.

Werkt executive coaching? En zo ja, werkt en voor wie?

De Haan, E. and  Burger, Y. (2015) 'Werkt executive coaching? En zo ja, wat werkt en voor wie?' De Psycholoog, January

Wirkungsvolles Executive-Coaching - Worauf kommt es an?

De Haan, E., and Mannhardt, S. (2014) Wirkungsvolles Executive-Coaching - Worauf kommt es an? Coaching Magazin, 4, pp35-39

Herkennen en vermijden van hoogmoed, ontsporing en excessen: de schaduwkant van leiderschap

De Haan, E., and Kasozi, A. (2014) 'Herkennen en vermijden van hoogmoed, ontsporing en excessen: de schaduwkant van leiderschap. Tijdschrift voor Management Development, 22(4) pp22-25

Ist das Coaching von Fuhrungskraften effecktiv?... und wenn ja, wie?

De Haan, E., and Page, N. (2014) 'Ist das Coaching von Fuhrungskraften effektiv?... und wenn ja, wie? In Wegener, R. (ed) Conference Handbook

Moral Lessons - Part 1: What would you do?

De Haan, E. & Carroll, M. (2014) 'Moral Lessons - Part 1: What would you do?' Coaching @ work, January-February pp37-39

Supervisie: gids voor supervisanten – hoe word ik een supervisant?

Regouin, W. & De Haan, E. (2014). Supervisie: gids voor supervisanten – hoe word ik een supervisant? [Supervision Guide – on Becoming a supervisee]. Assen: Van Gorcum.

A large-scale study of executive coaching outcome: the relative contributions of relationship, personality match, and self-efficacy

De Haan, E., Burger, Y., Grant, A., Van Abbe, M., Van Boekholt, M., Dini, S., van Elst, C., Eriksson, P.-O., van Gorp, J., Mannhardt, S., Penninga, S. & Voogd, M. (2014). A large-scale study of executive coaching outcome: the relative contributions of relationship, personality match, and self-efficacy. Applied Psychology Journal, under review.

Differences between critical moments for clients, coaches, and sponsors of coaching.

De Haan, E. & Nieß, C. (2014). Differences between critical moments for clients, coaches, and sponsors of coaching. Academy of Management Learning and Education, under review

A critique of the use of diagnostic instruments in executive coaching

Metselaar, C. & De Haan, E. (2014). A critique of the use of diagnostic instruments in executive coaching. Coaching Today, in press.

Werkt “coaching” eigenlijk? En hoe?

De Haan, E. & Burger, Y. (2014). Werkt “coaching” eigenlijk? En hoe? De Psycholoog, in press.

Moral Lessons – Part 2: further guidance.

De Haan, E. & Carroll, M. (2014). Moral Lessons – Part 2: further guidance. Coaching @ Work 9.2, March/April, 46-50.

Critical moments: A comparison between clients’, coaches’, and sponsors’ perceptions of change.

De Haan, E. & Nieß, C. (2014). Critical moments: A comparison between clients’, coaches’, and sponsors’ perceptions of change. Training Journal, January, 65-69.

'I Doubt Therefore I Coach' and 'I struggle and emerge: critical moments of experienced coaches'

De Haan, E. (2014). ‘I Doubt Therefore I Coach: Critical Moments in Coaching Practice’ and ‘I struggle and emerge: critical moments of experienced coaches’. In: Fundamentals of Coaching and Mentoring  (Ed: B. Garvey). London: Sage (forthcoming).      

De schaduwkant van leidinggeven

De Haan, E. & Kasozi, A. (2014) . De schaduwkant van leidinggeven. Assen (NL): Van Gorcum.

The Leadership Shadow: how to recognise and avoid derailment, hubris and overdrive

Senior executives need exceptional drive and excellent interpersonal skills to push themselves and others to succeed, but under pressure, the skills and qualities that leaders have previously relied upon to get them to the top can go into overdrive, and lead to catastrophe. This book from Ashridge Business School identifies what makes managers act out of the problematic, darker side of their leadership and provides methods for identifying and challenging self-defeating behaviours to ensure that leadership shadows or ‘gremlins’ are disciplined.

Based on extensive research The Leadership Shadow draws on insights from psychiatry and psychotherapy to reveal how derailment occurs when strengths are overused and how to avoid downfalls. Using examples drawn from executives’ experiences and descriptions of psychological behaviours based on the Diagnostic and Statistical Manual of Mental Disorders (DSM-IV) and the Hogan Personality Inventory model, the authors demonstrate how to find stability in the face of uncertainty, resilience in the face of gruelling demand, and psychological equilibrium as a leader.

Find out more about this book

De Haan, E. & Kasozi, A. (2014) . The leadership shadow: how recognise and avoid derailment, hubris and overdrive. London: Kogan Page.

Klikt blijkt belangrijkste voorspeller. Eerste bevindingen van groot onderzoek naar de opbrengsten van coaching.

De Haan, E. & Burger, Y. (2013) . Klikt blijkt belangrijkste voorspeller. Eerste bevindingen van groot onderzoek naar de opbrengsten van coaching. LVSC Tijdschrift voor Supervisie, 2.4, 28-35.

Teilnehmer für die weltweit grösste Coaching-Studie gesucht

de Haan, E. & Taeger, F. (2012) Teilnehmer für die weltweit grösste Coaching-Studie gesucht, Coaching Magazin, Vol. 3, pp. 6 - 7

Critical moments in a coaching case study: Illustration of a process research model

de Haan, E. & Nieẞ, C. (2012) Critical moments in a coaching case study: Illustration of a process research model, Consulting Psychology Journal: Practice and Research

Back to basics II: How the research on attachment and reflective self function is relevant for coaches and consultants today

de Haan, E. (2012) Back to basics II: How the research on attachment and reflective self function is relevant for coaches and consultants today, International Coaching Psychology review, Vol. 7, No. 2, pp. 194 - 209, September

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Calling all coaches

de Haan, E. & Copeland, A. (2012) Calling all coaches, Coaching at Work, Vol. 7, Issue 4

The greatest coaching outcome research ever

Copeland, A. & de Haan, E. (2012) The greatest coaching outcome research ever, The Listener, May, pp. 2 - 5

Supervision in Action - a Relational Approach to Coaching and Organisation Supervision

"Galileo once said, 'You cannot teach people anything. You can only help them discover it within themselves' Erik de Haan is unparalleled in helping coaches to become more effective in this discovery process - in using themselves as an instrument. This book is invaluable for consultants and coaches who want to learn more from experience."

Manfred Kets de Vries, Professor of Leadership Development, INSEAD, France

Supervision assures the quality of professional practice through careful monitoring; it heals wounds through wholesome listening and support, and offers a unique and free space to develop that which we all want to progress: our personal relationships. 

This book will help professional supervisors, consultants and coaches with the 'care for the self' aspect of their role - the art of enhancing one's own performance with the help of experience in practice. The book features:

  • A compact overview of the whole profession of coaching and consulting supervision
  • An integrated approach for coaches and consultants, highlighting the differences
  • More that 40 real-life case vignettes
  • Short summaries after each chapter
  • A full overview of types of contract and methodology, with flowcharts
  • A detailed introduction to the ethics of supervision

Supervision in Action is a book for all professional consultants who want to take good care of themselves and who want to help other consultants and coaches with care for the self.

de Haan, E. (2012) Supervision in Action - a Relational Approach to Coaching and Organisation Supervision, Columbus: McGraw-Hill, Open University Press Also published in Dutch, Supervisie in actie: handboek supervisie voor coaches en adviseurs, Assen: Van Gorcum

Coaching relationships: relational coaching field book

de Haan, E. & Sills, C. (2012) Coaching relationships: relational coaching field book,Relational coaching field book, Libri

The coaching relationship and other 'common factors' in executive coaching outcome

de Haan, E. & Duckworth, A. (2012) The coaching relationship and other 'common factors' in executive coaching outcome, in E. de Haan & C. Sills (eds) Coaching relationships: relational coaching field book, Faringdon: Libri

Super visie in actie

de Haan, E. (2011) Super visie in actie, VanGorcum

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Executive coaching in practice: what determines helpfulness for clients of coaching?

de Haan, E., Culpin, V., Curd, J. (2011) Executive coaching in practice: what determines helpfulness for clients of coaching?, Personnel Review, Vol. 40, No. 1, pp. 24 - 44

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Ontwikkeling aan de top - een onderzoek naar persoonlijke ontwikkeling van executive teams

de Haan, E. & Wels, I. (2011) Ontwikkeling aan de top - een onderzoek naar persoonlijke ontwikkeling van executive teams, Management & Consulting, July

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Change through executive coaching: the organisational perspective

de Haan, E. & Neiss, C. (2011) Change through executive coaching: the organisational perspective, Training Journal, pp. 66 - 70, July

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Altered images

de Haan, E. & Niess, C. (2011) Altered images, Coaching at Work, Vol. 6, No. 4, pp. 34 - 37

Listening to learn: using audio tapes to enrich supervision

Wiggins, L., Atter, A. & de Haan, E. (2011) Listening to learn: using audio tapes to enrich supervision, Coaching at Work

Supervision for consultants

Birch, D. & de Haan, E. (2011) Supervision for consultants, Training Journal, pp. 63 - 67

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Supervision for organization consultants

de Haan, E. & Birch, D. (2011) Supervision for organization consultants, in Bachkirova, T., Jackson, P. & Clutterbuck, P. (eds) . Coaching and mentoring supervision: theory and practice, in press

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Supervision for organisation consultants

de Haan, E. & Birch, D. (2011) Supervision for organisation consultants, in T. Bachkirova, P. Jackson & D. Clutterbuck (eds) Coaching and mentoring supervision: theory and practice, Oxford: Oxford Brookes University

Supervisie in actie: handboek supervisie voor coaches en adviseurs

De Haan, E. (2011) Supervisie in actie: handboek supervisie voor coaches en adviseurs, Assen: Van Gorcum Also published in English: Supervision in action: a relational approach to coaching and organisation supervision, Columbus: McGraw-Hill, Open University Press, 2012

Supervision, lives and audiotapes

Wiggins, L., Atter, A. & de Haan, E. (2011) Supervision, lives and audiotapes, Coaching at work, Vol. 6, Issue 6, pp.42 - 45

A Commentary of Simon Jenkins' 'Coaching Philosophy, Eclecticism and Positivism”

De Haan, E., and Peters, B.K.G., (2011) A Commentary of Simon Jenkins' "Coaching Philosophy, Eclecticism and Positivism” Annual Review of High Performance Coaching and Consulting 2011, pp 91-94, and as an on-line supplement of the International Journal of Sports Science and Coaching

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Back to basics: How the discovery of transference is relevant for coaches and consultants today

de Haan, E. (2011) Back to basics: How the discovery of transference is relevant for coaches and consultants today, International Coaching Psychology Review, Vol. 6, No. 2, pp. 180 - 193, September

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Executive coaching outcome research: the predictive value of common factors such as relationship, personality match and self-efficiency

Duckworth, A., de Haan, E., Birch, D., Hardman, P. & Jones, C. (2010) Executive coaching outcome research: the predictive value of common factors such as relationship, personality match and self-efficiency, Ashridge Report, ISBN 978 090 3542807

Is empirical research of organisations possible?

Conclusions from the study of critical moments in coaching conversations

de Haan, E. (2010) Is empirical research of organisations possible?, Personnel Review, Submitted

The relational turn in executive coaching

de Haan, E. & Sills, C. (2010) The relational turn in executive coaching, Editorial of Special Issue about Coaching and the Relationship, Journal of Management Development, Vol. 29, Issue 10, pp. 845 - 851

A relational answer to turbulent times

de Haan, E. (2010) A relational answer to turbulent times, Journal of Philosophy of Management, Submitted

Supervision: learning about my 'esprit de l'escalier'

Robinson, E. & de Haan, E. (2010) Supervision: learning about my 'esprit de l'escalier', Coaching at Work, Vol. 6, No.1, pp. 38 - 41

The relationship in executive coaching

de Haan, E. & Sills, C. (2010) The relationship in executive coaching, Journal of Management Development,Vol. 29, No.10

De Steen der wijzen van executive coaching: wat werkt?! [The Philosophers Stone of Executive Coaching: What works?!]

de Haan, E. & Duckworth, A. (2010) De Steen der wijzen van executive coaching: wat werkt?! [The Philosophers Stone of Executive Coaching: What works?!] , Tijdschrift voor Coaching, No. 3, pp. 74 - 79, September

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Quality Control for Coaching

de Haan, E. & Birch, D. (2010) Quality Control for Coaching, Training Journal, pp. 71 - 74, August

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Ten commandments for the executive coach - based on modern research in psychotherapie

de Haan, E. (2010) Tien geboden voor de executive coach [Ten commandments for the executive coach – based on modern research in psychotherapie] Handboek Effectief Opleiden, 42 (11.7-7), pp. 7.01 - 7.14, September

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Two versions of the same conversation: critical moments of clients and coaches and coaches compared in real time

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Twee versies van hetzelfde gesprek: spannende momenten van cliënten en coaches direct vergeleken [Two versions of the same conversation: critical moments of clients and coaches compared in real time], Handboek Effectief Opleiden, 53, (11.6-6), pp. 6.01 - 6.26, September

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Tien geboden voor de executive coach: hoezeer coaches kunnen leren van modern kwantitatief onderzoek in de psychotherapie

de Haan, E. (2010) Tien geboden voor de executive coach: hoezeer coaches kunnen leren van modern kwantitatief onderzoek in de psychotherapie (What psychotherapy research may teach executive coaches), Management en Consulting, No. 1, pp. 10 - 14

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Critical moments of clients and coaches: A direct-comparison study

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Critical moments of clients and coaches: A direct-comparison study, International Coaching Psychology Review, Vol. 5, No. 2, pp. 109 - 128, September

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Development at the top: Who Really Cares?

A survey of executive teams

de Haan, E., Wels, I., et al. (2010) Development at the top: Who Really Cares?, Ashridge Research Report, May, ISBN 978 0 903542 81 4

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Critical moments of clients of coaching: towards a 'client model' of executive coaching

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) Critical moments of clients of coaching: towards a 'client model' of executive coaching, Academy of Management Learning and Education, Vol. 9, No. 4

'Ik besef me opeens' : spannende momenten van clienten van coaching ['I realise thus' : critical moments of clients of coaching]

de Haan, E., Bertie, C., Day, A. & Sills, C. (2010) 'Ik besef me opeens' : spannende momenten van clienten van coaching ['I realise thus' : critical moments of clients of coaching], Handboek Effectief Opleiden, 51, pp. 5.01 - 5.28

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Coaching Supervision: QA for executive coaches

de Haan, E. & Birch, D. (2010) Coaching Supervision: QA for executive coaches, Training Journal, August

The Holy Grail of Executive Coaching: discovering what really works

de Haan, E. & Duckworth, A. (2010) The Holy Grail of Executive Coaching: discovering what really works, Coach & Mentor, pp. 24 - 27, Spring

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Coachen aan weerszijden van het kanaal (Coaching on both sides of the channel)

de Haan, E. (2009) Coachen aan weerszijden van het kanaal (Coaching on both sides of the channel), Management en Consulting, No. 3, p. 23

Ik realiseer me opeens: spannende momenten van clienten van coaching (I realise all of a sudden: critical moments of clients of coaching)

de Haan, E., Bertie, C., Day, A. & Sills, C. (2009) Ik realiseer me opeens: spannende momenten van clienten van coaching (I realise all of a sudden: critical moments of clients of coaching), Handboek Effectief Opleiden, Submitted

Executive coaches kunnen veel leren van modern kwantitatief onderzoek in de psychotherapie

de Haan, E. (2009) Executive coaches kunnen veel leren van modern kwantitatief onderzoek in de psychotherapie (What psychotherapy research may teach executive coaches), Management & Consulting, submitted

What clients say about our coaching

Anna Duckworth & Erik de Haan ask how close coaches get to the truth of whether they really deliver what clients want.

Duckworth, A. & de Haan, E. (2009) What clients say about our coaching, Training Journal, pp. 64 - 67, August

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The Ties That Bind

Are we sure as coaches we truely know and deliver what clients want? Anna Duckworth and Erik de Haan found some surprising evidence in their latest research.

Duckworth, A. & de Haan, E. (2009) The Ties That Bind, Coaching at Work, 4.5, pp. 30 - 34, September/October

Op zoek naar geruststelling: Hoe gaan ervaren coaches om met spannende momenten in hun praktijk?

de Haan, E., Day, A., Blass, E., Sills, C. & Bertie, C. (2009) Op zoek naar geruststelling: Hoe gaan ervaren coaches om met spannende momenten in hun praktijk? (Looking for reassurance: how do experienced coaches handle critical moments in their practice?) , Handboek Effectief Opleiden, 49 (11.6-4), pp. 4.01 - 4.20

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Critical Moments of Clients and Coaches: A Direct-Comparison Study

de Haan, E., Bertie, C., Day, A. & Sills, C. (2009) Critical Moments of Clients and Coaches: A Direct-Comparison Study, Academy of Management Learning and Education

Executive coaching strategies for leading in turbulent times

de Haan, E. (2009) Executive coaching strategies for leading in turbulent times, European Foundation for Management Development Journal, Vol. 3, No. 3, pp. 7 -8, September

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Adviseren aan weerszijden van het kanaal (Consulting on both sides of the channel)

de Haan, E. (2009) Adviseren aan weerszijden van het kanaal (Consulting on both sides of the channel), Management en Consulting, Number 3, p. 23

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Executive Coaching in Turbulent Times

de Haan, E. (2009) Executive Coaching in Turbulent Times, European Mentoring & Coaching Council, 3rd Annual UK Conference (keynote), April

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Double Dutch - Letter from the Netherlands

de Haan, E. (2009) Double Dutch - Letter from the Netherlands, Coaching @ Work, March, p.17

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Meeting of Minds - Coaching in real time

de Haan, E. (2009) Meeting of Minds - Coaching in real time, Coaching at Work, January, pp. 28 - 31, Illustrator Eleanor Grosch / http://www.agencyrush.com/Artists

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Vrijmoedig luisteren: het werkzame bestanddeel van vrijmoedig adviseren

de Haan, E. (2008) Vrijmoedig luisteren: het werkzame bestanddeel van vrijmoedig adviseren, (Fearless listening: the hidden factor behind the power of fearless consulting), Management en Consulting, Vol. 6, pp. 18 - 21

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Critical Moments in the Coaching Relationship: Does Supervision Help?

Day, A., de Haan, E., Blass, E., Sills, C. & Bertie, C. (2008) Critical Moments in the Coaching Relationship: Does Supervision Help?, International Coaching Psychology Review, Vol. 3, Issue 3, pp. 207 - 218

Clients critical moments of coaching: towards a 'client model' of executive coaching

de Haan, E., Bertie, C., Day, A. & Sills, C. (2008) Clients critical moments of coaching: towards a 'client model' of executive coaching, Academy of Management Learning and Education, Vol. 5, Issue 2, pp. 109 - 128

Executive coaching in practice: what determines helpfulness for clients of coaching? - 2008

de Haan, E. & Curd, J. (2008) Executive coaching in practice: what determines helpfulness for clients of coaching?, Personnel Review, 40, 1, pp. 24 - 44

Becoming simultaneously thicker and thinner skinned: the inherent conflicts arising in the professional development of coaches

de Haan, E. (2008) Becoming simultaneously thicker and thinner skinned: the inherent conflicts arising in the professional development of coaches, Personnel Review, Vol. 37, Issue 5, pp. 526 - 542

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Relational Coaching: Journeys towards mastering one-to-one learning

We are presently witnessing a boom in the coaching profession, exponential growth branching out to fields like team coaching and coaching cultures in organisations. At the same time as many new professionals are entering the field, those that have been in executive coaching some time are rapidly developing mature professional standards and best practices. This book summarises those standards and practices, and is in this respect the first of its kind.

Relational Coaching gives a complete overview not only of the profession and developments in coaching, but also of the state of the art in other respects. The book presents both quantitative and qualitative research into the effects and experiences of coaching, as well as an introduction to the activities that make a good coach and the mechanisms used to verify coaches' understanding of their profession. Other topics covered include training, accreditation, supervision and recommended literature. 

de Haan, E. (2008) Relational Coaching: Journeys towards mastering one-to-one learning, Wiley, ISBN 978 0 470 724286 Also published in Dutch: Relationele Coaching (Van Gorcum, 2007)

The Future of Executive Coaching is Relational

de Haan, E. (2008) The Future of Executive Coaching is Relational, CIPD Coaching Conference (keynote), November

The Future of Executive Coaching is Relational - 2008

de Haan, E. (2008) The Future of Executive Coaching is Relational, Academy of Executive Coaching Conference (keynote), September

Critical Moments in Coaching: Coaches and Clients Compared in 'Real Time'

de Haan, E. (2008) Critical Moments in Coaching: Coaches and Clients Compared in 'Real Time', European Mentoring & Coaching Council, 15th Annual Conference, Prague, December

Die zehn Gebote fur den Executive Coach - 2008, June

de Haan, E. (2008) Die zehn Gebote fur den Executive Coach, Wirtschaftspsychologie Aktuell, pp. 34 - 38, June

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Vrijmoedig luisteren: de factor die ten grondslag ligt aan de kunst van het vrijmoedig adviseren

de Haan, E. (2008) Vrijmoedig luisteren: de factor die ten grondslag ligt aan de kunst van het vrijmoedig adviseren, (Fearless listening: the hidden factor behind the power of fearless consulting), Management en Consulting, No. 6, pp. 18 - 21, Summer

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Lost in the Moment

de Haan, E. (2008) Lost in the Moment, Viewpoint, Coaching at Work, September, p. 23

Ten Commandments: what a coach can learn from psychotherapy research

Erik de Haan explores what psychotherapy research may teach executive coaches

de Haan, E. (2008) Ten Commandments: what a coach can learn from psychotherapy research, Wirtschaftspsychologie Aktuell, Issue 2, pp. 34 - 38, July, article first appeared in Training Journal, October 2007 www.wirtschaftspsychologie-aktuell.de

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Coaches' Experience of Critical Moments in the Coaching Relationship

This paper presents the findings of a qualitative research study into critical moments in the coaching relationship. Interviews were completed with a total of 28 experienced coaches. The research highlighted that critical moments are unforeseen and characterised by intense emotions and anxiety within the coaching relationship. These moments were most often turning points in the work. Coaching reported that they resulted in either insight for their clients or a distancing, or even breakdown, in the coaching relationship. Their accounts indicate that the outcome of these moments is influenced by the coach's containment of both their and their client's emotions.

Day, A., de Haan, E., Sills, C., Bertie, C. & Blass, E. (2008) Coaches' Experience of Critical Moments in the Coaching, International Coaching Psychology Review, Vol. 3, No. 3, pp. 207 - 218, November

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Die zehn Gebote fur den Executive Coach

Erik de Haan explores what psychotherapy research may teach executive coaches

de Haan, E. (2008) Die zehn Gebote fur den Executive Coach, Wirtschaftspsychologie Aktuell, May. First appeared in Training Journal, October 2007

Coaching in real time: the experiences of coach and client as they work together

Bertie, C. , Day, A., de Haan, E. & Sills, C. (2008) Coaching in real time: the experiences of coach and client as they work together, Research report in Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, 4 - 6 December, Prague

I struggle and emerge - Critical moments of experienced coaches

de Haan, E. (2008) I struggle and emerge - Critical moments of experienced coaches, Consulting Psychology Journal: Practice and Research, March, Vol. 60, Issue 1, pp. 106 - 131 Publisher copyright and source - http://www.apa.org/journals/authors/posting.html Journal homepage http://psycnet.apa.org/index.cfm?fa=browsePA.volumes&jcode=cpb This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.

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I doubt therefore I coach - Critical moments in coaching practice

de Haan, E. (2008) I doubt therefore I coach - Critical moments in coaching practice, Consulting Psychology Journal: Practice and Research, Vol. 60, Issue 1, pp. 91 - 105 Publisher copyright and source http://www.apa.org/journals/authors/posting.html Journal home page http://psycnet.apa.org/index.cfm?fa=browsePA.volumes&jcode=cpb This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.

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Critical Moments in Coaching Practice: An Exploratory Study

For the past three years at the Ashridge Centre for Coaching, we have been conducting research into 'critical moments' of executive coaches. In this research report we give a first overview of our work: an analysis into the nature of critical moments of both starting and very experienced coaches, and an inquiry into how coaches approach their difficult moments and how they use supervision and other continuing professional development activities to strengthen their capacity to handle, use and learn from critical moments.

de Haan, E., Sills, C., Day, A. & Bertie, C. (2007) Critical Moments in Coaching Practice: An Exploratory Study, Conference of the European Mentoring and Coaching Council, Cologne, October

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Using Critical Moments to Learn about Coaching

Erik de Haan and Eddie Blass examine the critical moments that occur in coaching relationships

de Haan, E. & Blass, E. (2007) Using Critical Moments to Learn about Coaching, Training Journal, pp. 54 - 58, April

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Critical moments in the coaching process: the clients' perspective

Day, A., de Haan, E., Sills. C., Bertie, C. & Blass, E. (2007) Critical moments in the coaching process: the clients' perspective, Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, 11 - 13 October, Stockholm

Vormen en bereik, stijlen en aanpak van 1-op-1 coaching

van Baarsen, B & de Haan, E. (2007) Vormen en bereik, stijlen en aanpak van 1-op-1 coaching, (Form and range, style and approach of one-to-one coaching), revised reprint in De Coaching Gids 2007, pp. 7 - 13

Coachees' Experience of Critical Moments

de Haan, E. (2007) Coachees' Experience of Critical Moments, European Mentoring & Coaching Council, 14th Annual Conference, Stockholm, October

Critical Moments in the Coaching Relationship

de Haan, E. (2007) Critical Moments in the Coaching Relationship, European Mentoring & Coaching Council, 1st Annual UK Conference (keynote), April

Action Station

Perry, W., de Haan, E. & King, K. (2007) Action Station, Coaching at Work, November, pp. 44 - 47

Second Thoughts - Coaching Research

Bertie, C., Day, A., de Haan, E. & Sills, C. (2007) Second Thoughts - Coaching Research, Coaching at Work, November, Vol. 2, Issue 6, pp. 28 - 31

Ten Commandments for the Executive Coach

Erik de Haan explores what psychotherapy research may teach executive coaches.

de Haan, E. (2007) Ten Commandments for the Executive Coach, Training Journal, October, pp. 51 - 55

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Point of Impact: how should coaches deal with turning points in coaching sessions?

de Haan, E. (2007) Point of Impact: how should coaches deal with turning points in coaching sessions? Coaching at Work, Vol. 2, Issue 3, pp. 40 - 42

Worstelen en bovenkomen: onderzoek naar spannende momenten

de Haan, E. (2007) Worstelen en bovenkomen: onderzoek naar spannende momenten, (Struggling and emerging: research into critical moments) Nederlands Tijdschrift voor Coaching, Vol. 2, Issue 7, pp. 23 - 26

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Critical Moments in the Coaching Process: Does Supervision Help?

de Haan, E. (2006) Critical Moments in the Coaching Process: Does Supervision Help?, European Mentoring & Coaching Council, 13th Annual Conference, Cologne, 3 November

Coaching on the Couch December Issue

Erik de Haan looks at 'The Drama of Being a Child' by Alice Miller. Here is a book that goes to the roots of why anyone becomes a coach in the first place. Starting at early childhood, it is about the particular family dynamics that may produce psychotherapists, coaches and consultants.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 59, December issue

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Action Learning in practice: How Do Participants Learn?

Action learning and peer consultation are ways of learning with fellow professionals that are gaining in popularity. In small groups, the professionals submit issues from their work for systematic discussion with their colleagues. This study examines whether the promise of action learning is indeed realised: Do the participating professionals actually learn during these sessions? If so, what type of learning do professionals report? Does this type of learning affect the way in which professionals work? The study involved a written questionnaire containing 31 closed questions and answered by 126 participants in action-learning groups. In response to the question “How do participants learn?” we have noticed a picture emerging of a learning group that learns more during than after the action-learning sessions, mainly by exploring issues in depth and receiving personal feedback. Divergent (reflective) learning seems to reign.

de Haan, E. & de Ridder, I. (2006) Action Learning in practice: How Do Participants Learn?, Consulting Psychology Journal: Practice and Research, Vol. 58, No. 4, pp. 216 - 231

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Magic Moments

Erik de Haan discusses his research into how critical experiences can shape and possitively affect the way that coaches work.

de Haan, E. (2006) Magic Moments, Coaching at Work, pp. 49 - 52, November

Fearless listening: the hidden factor behind the power of fearless consulting

Through reflection and enquiry into his personal consulting practice and that of some 100 executive coaches, Erik de Haan, the author of recently published Fearless Consulting, looks at the vital skill for consultants of listening without fear.

de Haan, E. (2006) Fearless listening: the hidden factor behind the power of fearless consulting, 360° The Ashridge Journal, Autumn, pp. 20 - 25

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Coaching on the Couch October Issue

Erik de Haan looks at Michel Foucault's Fearless Speech.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 57, October issue

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Coaching on the Couch September Issue

Erik de Haan gets up close and personal with Carl Rogers.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 58, September issue

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Coaching on the Couch July Issue

Erik de Haan uses executive coaching with Backbone & Heart to explore the concept of the coach as partner.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 63, July issue

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How do virtual leaders learn?

de Haan, E. & Caulat, G. (2006) How do virtual leaders learn?, Submitted to Harvard Business Review, also published in Dutch as a new chapter in 3rd edition of Learning with Colleagues.

Hoe raak ik die snaar die mijn coachee opent in plaats van sluit

de Haan, E. (2006) Hoe raak ik die snaar die mijn coachee opent in plaats van sluit, (How to touch the register that will open my coachee rather than close?), Tijdschrift voor Coaching, Netherlands

Coaching on the Couch August Issue

Erik de Haan looks at Plato's dialogue, Meno

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 56, August issue

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Coaching on the Couch June Issue

Erik de Haan describes the value of Individual Psychotherapy to the modern world.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 61, June issue

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Leren met Collega's

de Haan, E. (2006) Leren met Collega's, [Learning with Colleagues], (third edition), Van Gorcum, Assen, NL

Coaching on the Couch May Issue

Erik de Haan finds solutions to the mid-life crisis in the novel, 'When Nietzsche Wept'.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 47, May issue

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Coaching on the Couch April Issue

Erik de Haan looks at a groundbreaking work on the psychology of executive coaching.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 47, April issue

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Coaching on the Couch March Issue

Erik de Haan continues his series on the essential library of the executive coach, looking at Heron's 'Helping the Client'.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 54, March issue

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Coaching on the Couch February issue

Erik de Haan recalls the triumph of the mentor-coach Athena.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 52, February issue

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Coaching on the Couch January issue

Erik de Haan introduces readers to books that have inspired him as an executive coach and supervisor.

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 54, January issue

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Spanning en twijfel als bron voor coaching

de Haan, E. (2006) Spanning en twijfel als bron voor coaching [Tension and doubt as a source of coaching], Nederlands Tijdschrift voor Coaching, pp. 47 - 50, June

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What works for whom in executive coaching?

Erik will propose a clear and acceptable way of distinguishing different approaches to coachees, that also encompasses methodology and interventions. He will then give an overview of findings from research and some first hunches we have in considering the choice of approach or method, telling us what may work for whom.

de Haan, E. (2006) What works for whom in executive coaching?, 8th Annual Practical Perspectives Conference,Oxford School of Coaching and Mentoring, Oxford Hotel, June

A Personal Reading of Homer's Odyssey

It is amazing how much insight the Odyssey, one of the oldest books in Western literature, can give us into something as apparently modern as ‘mentoring’. To show how instructive it can be to revisit the classics from time to time, I gladly share my own reading of Homer's Odyssey, an epic tale that was probably written in the 8th century BC and deals with events which are thought to have taken place in the 12th century BC.

de Haan, E. (2006) A Personal Reading of Homer's Odyssey, Coach & Mentor, the journal of the Oxford School of Coaching & Mentoring, Spring, Issue 6, pp. 14 - 15

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Ik worstel en kom boven

de Haan, E. (2006) Ik worstel en kom boven - spannende momenten van ervaren coaches [I struggle and emerge- critical moments of experienced coaches], Handboek Effectief Opleiden, 42 (11.6), pp. 3.01 - 3.25, December

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Virtual Peer Consultation: How Virtual Leaders Learn

Virtual Peer Consultation is an exciting and growing field that offers a truly innovative way of learning, leading to different learning experiences and outcomes. Its development has been spurred by a wide range of global and societal trends, such as increasing globalisation of organisations, travelling cost containment, security concerns, not to mention a growing emphasis on environmentally sustainable business practices. As a result, there is a fast-growing need to organise development on a virtual platform.

Caulat, G. & de Haan, E. (2006) Virtual Peer Consultation: How Virtual Leaders Learn, Organisations & People, Vol. 13, No. 4, pp. 24 - 32, November

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Coaching on the Couch November issue

Erik de Haan looks at Peter Hawkins' and Robin Shohet's Supervision in the Helping Professions

de Haan, E. (2006) Coaching on the Couch, Training Journal, Monthly column (12 instalments), p. 56, November issue

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Virtuele intercollegiale consultatie

Caulat, G. & de Haan, E. (2006) Virtuele intercollegiale consultatie, [Virtual peer consultation] Chapter in revised 3rd edition of Leren met collega's

Tackling dilemmas and difficulties in the coaching process: does supervision help?

Day, A., de Haan, E., Sills, C., Bertie, C. & Blass, E. (2006) Tackling dilemmas and difficulties in the coaching process: does supervision help?, Research report in: Proceedings of European Mentoring & Coaching Council (EMCC) Annual Conference, Cologne, 1 - 3 November

Ik twijfel dus ik coach: spannende momenten van coaches uit hun eigen praktijk

Dit is een onderzoek naar die momenten die coaches zelf als de meest spannende ervaren in hun werk als coach. Analyse van deze momenten toont dat het vooral de twijfels van de coach zijn die in die momenten op de voorgrond treden: Wat gaat er gebeuren? Wat gaat er in mijn coachee om? Wat is er echt aan de hand? Hoe breng ik dat in? Hoe kan ik mijn coachee helpen? Enzovoorts. In dit artikel wordt beargumenteerd dat twijfels en spannende momenten, en de bijkomende onzekerheid en het gevoel van niet weten, geen hinderlijke bijproducten zijn van coaching, maar juist het begin van essentiële coaching uitmaken, met een doorslaggevende invloed op de kwaliteit van de uitkomst. Cruciaal is dus voor de coach om niet toe te geven aan de verleiding om aan spanningssignalen geen aandacht te schenken of ze te vermijden.

de Haan, E. (2006) Ik twijfel dus ik coach: spannende momenten van coaches uit hun eigen praktijk [I doubt therefore I coach], Handboek Effictief Opleiden, 40, (11.6), pp. 2.01 - 2.18

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Coaching and Mentoring: three millennia of one-to-one learning

The discipline of coaching may appear to be in vogue but it has a long history behind it. Inspiring coaching conversations have been passed down from classical times, e.g. in the dialogues of Plato and in Seneca's letters to Lucilius. The oldest epic in Western civilisation, Homer's Odyssey, can be seen as the first 'Bildungsroman' of the coach .Let us start with a review of the Odyssey and then consider some modern developments.

de Haan, E. (2006) Coaching and Mentoring: three millennia of one-to-one learning, Coach & Mentor, the journal of the Oxford School of Coaching & Mentoring, Spring

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Vormen en bereik, stijlen en aanpak van 1-op-1 coaching - 2006

Enkele onderscheidingen met als doel het complexe veld van coaching meer overzichtelijk te maken en keuzecriteria te benoemen voor wie op zoek is naar de juiste coach

van Baarsen, B. & de Haan, E. (2006) Vormen en bereik, stijlen en aanpak van 1-op-1 coaching [Form and range, style and approach of one-to-one coaching], in van Baarsen, B. (ed.) De coach approach - het veranderen van organisaties door een coachende benadering, Uitg. CoachingNet.

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Fearless Consulting - Temptations, Risks and Limits of the Profession

Consulting is constantly accompanied by temptations and risks. The temptations include flattery, over-assessment of one's own abilities, and sarcasm, while the risks include responsibility without authority, uncertainty about one's own contribution, and loss of control. Yet consulting begins with the right state of mind. And Fearless Consulting clearly demonstrates that, in spite of the many risks and temptations, if you first fully understand your intention as a consultant you will be equipped to approach your clients boldly, confidently and without fear of failure.

de Haan, E. (2006) Fearless Consulting - Temptations, Risks and Limits of the Profession, Chichester: Wiley. Also published in Dutch: Adviseren voor gevorderden, Van Gorcum, 2005 and in Russian, Piter Print 2007

Coachen binnen organisaties - een inleiding

A potential risk in the present growth in popularity of coaching is that the status of ‘coach’, which already has insufficient professional protection, will be further eroded. Erik de Haan reappraises the profession with a view to ensuring its independence

de Haan, E. (2006) Coachen binnen organisaties - een inleiding [Coaching within organisations - an introduction], Opleiding & Ontwikkeling, pp. 9 - 11, January

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Op zoek naar oplossingen: over het vlottrekken van vastgelopen organisaties

de Haan, E. (2005) Op zoek naar oplossingen: over het vlottrekken van vastgelopen organisaties, Opleiding & Ontwikkeling, October

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From stigma to status: coaching comes of age

Erik de Haan uses his experience of coaching to describe how coaching has "come of age" over the past 10 years.

de Haan, E. (2005) From stigma to status: coaching comes of age, Communique, Summer, p. 4

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Kiezen van een oplossingen

Virtually no concept in management development is as popular as that of the learning organisation, judging by the stream of publications exploring it. Since its introduction in the 1980s it has become almost an integral part of everyday business practice, as virtually every organisation tries to keep pace and wants to learn to adapt even better and faster to its changing environment. But how is a leader or manager to choose from the vast range of interventions targeted at learning, changing and development? And how to choose the right approach and the right focus for its application? This article explores the state of the art of the learning organisation and tries to give specific, practical suggestions.

de Haan, E. (2005) Kiezen van een oplossingen, in Schuiling, G.J.& Heine, W. (eds) Leren StimuLeren, Van Gorcum, Assen

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Coaching: old wine maturing in new bottles

A potential risk in the present growth in popularity of coaching is that the status of ‘coach’, which already has insufficient professional protection, will be further eroded. Erik de Haan reappraises the profession with a view to ensuring its independence.

de Haan, E. (2005) Coaching: old wine maturing in new bottles, Training Journal, October, pp. 20 - 24

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Hoe trek ik mijn vastgelopen organisatie weer vlot?

Virtually no concept in management development is as popular as that of the learning organisation, judging by the stream of publications exploring it. Since its introduction in the 1980s it has become almost an integral part of everyday business practice, as virtually every organisation tries to keep pace and wants to learn to adapt even better and faster to its changing environment. But how is a leader or manager to choose from the vast range of interventions targeted at learning, changing and development? And how to choose the right approach and the right focus for its application? This article explores the state of the art of the learning organisation and tries to give specific, practical suggestions.

de Haan, E. (2005) Hoe trek ik mijn vastgelopen organisatie weer vlot?, Opleiding & Ontwikkeling 10, October, pp. 27 - 31

A new vintage: old wine maturing in new bottles

A potential risk in the present growth in popularity of coaching is that the status of 'coach', which already has insufficient professional protection, will be further eroded. Erik de Haan reappraises the profession, with a view to ensuring its independence.

de Haan, E. (2005) A new vintage: old wine maturing in new bottles, Training Journal, pp. 20 - 24, November

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Refloating Stranded Organisations

Virtually no concept in management development is as popular as that of the learning organisation, judging by the stream of publications exploring it. Since its introduction in the 1980s it has become almost an integral part of everyday business practice, as virtually every organisation tries to keep pace and wants to learn to adapt even better and faster to its changing environment. But how is a leader or manager to choose from the vast range of interventions targeted at learning, changing and development? And how to choose the right approach and the right focus for its application? This article explores the state of the art of the learning organisation and tries to give specific, practical suggestions.

de Haan, E. (2005) Refloating stranded organisations, Organisations & People , Vol. 12, No. 4, pp. 30 - 38

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Coaching With Colleagues: An Action Guide to One to One Learning

This is the first serious, rigorous book about coaching which is deeply rooted in a long and varied therapeutical tradition and at the same time translates insights from that tradition into clear and crisp models for practical application in modern coaching practice. The book refers to well-known coaching approaches in business and devotes more attention than usual to internal coaching practices. It is a distinct, rigorous yet accessible guide to coaching approaches and practice.

de Haan, E. & Burger, Y. (2005) Coaching With Colleagues: An Action Guide to One to One Learning, Palgrave Macmillan, also published in Dutch: Coachen met collega's, Van Gorcum, 2004; revised second edition 2007, third edition 2009, fourth edition 2011

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Learning With Colleagues: An Action Guide to Action Learning

The content and role of working have changed in significant ways as a result of new technologies and broader social and organisational changes. Work serves a range of purposes for individuals including recognition, influence, self-expression and self-fulfilment. 'Learning with Colleagues' relates to personal development, enabling individuals to enter into a deeper relationship with colleagues to learn from them and with them. The book will be an important stimulus to creating a workplace learning environment.

de Haan, E. (2005) Learning with Colleagues: An Action Guide to Action Learning, Basingstoke: Palgrave Macmillan, also published in Dutch: Leren met collega's 2001, revised second edition 2003, revised third edition 2006, fourth edition 2009

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Adviseren voor Gevorderden [Fearless Consulting]

English title: 'Fearless Consulting - Temptations, Risks and Boundaries of the Profession'. This is an innovative and revolutionary book about consulting. It draws upon and summarizes the existing handbooks but goes further in that it addresses some of the anxieties, fears and temptations that consultants regularly experience. The book offers inspirations from sources which are often slightly outside the field of consulting, such as philosophy, drama and psychology, to find answers to the many nagging questions that beset senior consultants. It describes their continuing journey between Scylla and Charybdis: the devouring remorse of struggling on and taking over responsibilities of the client, and the whirlpool of inflated ego and sarcasm. Consulting is that journey, which looks different every time but which, over and over again, entails risks of both types for the sensitive consultant. Mastery in consulting, or the right intention, is therefore staying the middle course, just as Aristotle described it. The shortest way to summarise the intention of consulting according to this book is: "down with flattery, long live irony, intervene fearlessly, know thyself, and let go in time!"

de Haan, E. (2005) Adviseren voor Gevorderden, [Fearless Consulting], Koninklijke Van Gorcum, Assen

Coachen Met Collega's: Voordelen en Beperkingen Van Het Werken met Interne Coaches [Pros and Cons of Working with Internal Coaches]

Erik de Haan explores some of the advantages and disadvantages of working with internal coaches.

de Haan, E. & Burger, Y. (2005) Coachen met collega's: voordelen en beperkingen van het werken met interne coaches, [Pros and Cons of Working with Internal Coaches], Nederlands Tijdschrift voor Coaching, 1.3

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Coachen: Oude Wijn Rijpt in Nieuwe Vaten [Coaching: Old Wine Matures in New Vessels]

Erik de Haan draws on ancient traditions in the field of coaching and asseses the future of the profession.

de Haan, E. & Burger, Y. (2005) Coachen: oude wijn rijpt in nieuwe vaten, [Coaching: Old Wine Matures in New Vessels], Tijdschrift Openbaar Bestuur, May

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Coaching en Mentoring: Putten uit Eeuwenoude Tradities [Coaching and Mentoring: Tapping into Old Traditions]

Erik de Haan reviews four Dutch books on coaching and explores the legacy of coaching coming down from the ancient world, and its continuing influence on coaching today.

de Haan, E. (2005) Coaching en mentoring: putten uit eeuwenoude tradities, [Coaching and Mentoring: Tapping into Old Traditions], Manager & Literatuur, Vol.11, No. 4, pp. 8 - 9

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Free space

Erik de Haan reviews 'Free Space', Kessels, Boers & Mostert (2004)

de Haan, E. (2005) Review of Free Space, Journal of the Philosophy of Management, Spring, Vol. 5, No. 1, pp. 47 - 48

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The Consulting Process as Drama

Presenting an introduction to his book, 'The Consulting Process as Drama – Learning from King Lear', Erik de Haan identifies lessons to be learned from the tragedy of King Lear and addresses key issues in the art of consulting both for the leader and the organisation.

de Haan, E. (2004) The Consulting Process as Drama, 360° The Ashridge Journal, Autumn, pp. 32 - 38

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Coachen met Collega’s

This is the first serious, rigorous book about coaching which is deeply rooted in a long and varied therapeutical tradition and at the same time translates insights from that tradition into clear and crisp models for practical application in modern coaching practice. The book refers to well-known coaching approaches in business and devotes more attention than usual to internal coaching practices. It is a distinct, rigorous yet accessible guide to coaching approaches and practice. Written in Dutch

de Haan, E. & Burger, Y. (2004) Coachen met Collega’s, [Coaching with Colleagues], Assen, NL, Van Gorcum, revised second edition 2007, third edition 2009

Intercollegiale Consultatie: hoe Leren Deelnemers (Action Learning: How Do Participants Learn)

(Original Dutch research, later translated into English, to appear in the Consulting Psychology Journal). Action learning and peer consultation are ways of learning with fellow professionals that are gaining in popularity. In small groups, the professionals submit issues from their work for systematic discussion with their colleagues. This study examines whether the promise of action learning is indeed realised: Do the participating professionals actually learn during these sessions? If so, what type of learning do professionals report? Does this type of learning affect the way in which professionals work? The study involved a written questionnaire containing 31 closed questions and answered by 126 participants in action-learning groups. In response to the question “How do participants learn?” we have noticed a picture emerging of a learning group that learns more during than after the action-learning sessions, mainly by exploring issues in depth and receiving personal feedback. Divergent (reflective) learning seems to reign.

de Haan, E. & de Ridder, I. (2003) Intercollegiale consultatie: hoe leren deelnemers (Action Learning: how do participants learn), M & O, pp. 5 - 30, June

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Leren met Collega's (second edition revised)

The content and role of working have changed in significant ways as a result of new technologies and broader social and organisational changes. Work serves a range of purposes for individuals including recognition, influence, self-expression and self-fulfilment. 'Learning with Colleagues' relates to personal development, enabling individuals to enter into a deeper relationship with colleagues to learn from them and with them. The book will be an important stimulus to creating a workplace learning environment. Written in Dutch

de Haan, E. (2003) Leren met Collega's, second edition, Van Gorcum, Assen, NL.

The Consulting Process as Drama - Learning from King Lear

Drawing comparisons between consultancy and 'King Lear', the author explores the core theme of responsibility. Arguing that 'King Lear' is vital in gaining an understanding of consulting, leadership and management, the author explores the positive lessons to be learnt from this tragedy for the manager and the management consultant.

de Haan, E. (2003) The Consulting Process as Drama - Learning from King Lear, Karnac Books. Earlier published in Dutch: King Lear voor adviseurs en managers: het adviesproces als drama (1997)

Kwaliteit Door Gezamenlijke Reflectie Op De Eigen Praktijk

Hoe blijft u in uw werk professioneel? Hoe ontwikkelt u zichzelf als professional? Op welke manier leert u zodanig, dat het uw eigen werkpraktijk ten goede komt? Hoe onderhoudt u de kwaliteit van uw dagelijks werk? Welke druk ondervindt u om voortdurend te leren en om de kwaliteit van uw werk voortdurend te monitoren en te verhogen? Welke balans vindt u tussen druk en enthousiasme bij het onderhoud van uw 'professionele kwaliteit'? Deze bijdrage is ontstaan vanuit een behoefte om professionals te ondersteunen in hun leeractiviteiten. Het is een beknopte inleiding tot intercollegiale consultatie, met allerlei handreikingen om zelf in uw eigen praktijk consultatiegroepen te entameren. U krijgt daarbij inzicht in een tweetal veelgebruikte consultatiemethodieken en in allerlei randvoorwaarden en instrumenten die helpen bij succesvolle consultatie

de Haan, E. & de Ridder, I. (2002) Kwaliteit Door Gezamenlijke Reflectie Op De Eigen Praktijk, Handboek Integrale Kwaliteitszorg, mei

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Daar Valt Niet Tegenop Te Leren! Fantasieën en beperkingen van leren met collega's

'Leren is ‘in’! De verhalen over zich versnellende veranderingen binnen en rondom onze arbeidsorganisaties, concurrentievoordeel door intellectueel kapitaal, kennismanagement en de kracht van lerende organisaties, zijn inmiddels zo vaak verteld en doorverteld dat iedereen op een of andere manier iets aan werkgerela-teerd leren doet. Of het nu de persoonlijke coach is, het volgen van allerlei opleidingen en seminars, het leren met collega’s in intervisie, action learning of zelfsturende netwerken. Het is geen geringe desillusie om regelmatig tot de conclusie te moeten komen dat leren niet vanzelf gaat, dat leren gewoon niet lukt, of dat, als het leren wel lijkt te lukken, het geen verschil maakt op de werkplek, of erger nog, tot een verslechtering leidt. Geen geringe desillusie om bovendien tot de conclusie te moeten komen dat dapper doorleren onder deze omstandigheden existentiële vragen oproept en leidt tot de verbijsterende ervaring ‘alles al geprobeerd te hebben maar er toch niet uit te kunnen komen’.

de Haan, E. (2002) Daar Valt Niet Tegenop Te Leren! Fantasieën en beperkingen van leren met collega's, Manager & Literatuur, 8.6 en 8.9, Juli en November

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Machiavelli En De Machtsspelen Aan De Top Van De Hiërarchie

Dit artikel geeft een bundeling van Machiavelli’s denken over macht in organisaties. Het artikel is beschouwend van aard, en tegelijk ontstaan uit een persoonlijke betrokkenheid bij macht en politiek in de grote organisaties van vandaag. Vandaar dat het artikel zowel een historische als een persoonlijke inleiding bevat tot het denken en de persoon van Machiavelli; en aan het einde zowel een filosofisch-historische als een persoonlijke conclusie. Tussen inleidingen en conclusies bevinden zich vier paragrafen waarin Machiavelli’s denken wordt samengevat en geïnterpreteerd, met speciale aandacht voor macht grijpen en door macht gegrepen worden, de ethische verankering van Machiavelli’s denken, Machiavelli’s psychologie en zijn adviezen aan leidinggevenden en adviseurs.

de Haan, E. (2002) Machiavelli En De Machtsspelen Aan De Top Van De Hiërarchie, Filosofie,12.5, Oktober/November

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Praktijkervaringen Met Intercollegiale Consultatie

De praktijk van intercollegiale consultatie in de professionele beroepen is al heel oud: juristen organiseren zogenaamde 'moot courts' om met elkaar hun pleitvaardigheden te scherpen, artsen werken met collegiale consults en co-schappen om met name bij lastiger casuïstiek te professionaliseren. Professionalisering in de vorm van intercollegiale consultatie blijkt vooral voor dienstverleners van doorslaggevend belang: de gezamenlijke reflectie op de eigen praktijk en het onderhoud daarvan staat bij dienstverleners voor de kwalificatie 'professioneel'.

de Haan, E. & Jacobs, J. (2001) Praktijkervaringen Met Intercollegiale Consultatie, Praktijkboek Arborichtlijnen, April

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Leren Bij Consulteren

In deze bijdrage staat het professionaliseringsinstrument 'Intercollegiale Consultatie' (ICC) centraal. Bij Intercollegiale Consultatie (ICC) komen professionals bij elkaar om op een gestructureerde, open en elkaar ondersteunende manier te reflecteren op vragen die zij in hun beroepsmatig functioneren tegenkomen. Om meer inzicht te krijgen in ICC als ontwikkelingsinstrument voor professionals, zal in eerste instantie dieper in worden gegaan op het proces van ervaringsleren volgens Kolb (1984). In de laatste paragrafen van deze bijdrage kijken we naar de plaats die ICC inneemt in dit proces van leren. We doen dit door een overzicht te geven van een aantal modellen van ervaringsleren, die een zekere bekendheid hebben verworven en goed toepasbaar zijn.

de Haan, E. (2001) Leren Bij Consulteren, Handboek Integrale Kwaliteitszorg, December

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Filosofie aan het werk

De Haan, E. (2000) Filosofie aan het werk, Filosofie In Bedrijf, Vol. 12, No 3, pp. 76 - 77

Ironie als techniek van de helpende buitenstaander bij veranderingen

Dit is een niet-ironisch artikel over ironie. Het artikel is geschreven om te laten zien dat ironie een effectieve techniek kan zijn om als buitenstaander een verandering te beïnvloeden. Het gaat dus over het nut van ironie bij veranderingen. Hoe kan ironie als techniek worden ingezet? Wat zijn de effecten van een ironische aanpak? En wat zijn de mogelijke reacties? Het artikel geeft oude en nieuwe voorbeelden van ironie en beschrijft verschillende varianten. Aan het einde wordt ook kort gekeken naar 'situationele ironie': ironie die niet wordt gecommuniceerd. Daar wordt het artikel toch nog even ironisch: als ironie niet gecommuniceerd behoeft te worden, is dan die helpende buitenstaander waar het steeds om gaat als degene die de ironie bezigt, nog wel zo nodig bij veranderingen?

de Haan, E. (1999) Ironie als techniek van de helpende buitenstaander bij veranderingen, Filosofie in Bedrijf, 1999/3, nr. 34

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Weldadig spreken met dubbele tong. Ironie als techniek van de helpende buitenstaander bij veranderingen.

A study into the use of irony as a consultants' instrument for organisational change

de Haan, E. (1999) Weldadig spreken met dubbele tong. Ironie als techniek van de helpende buitenstaander bij veranderingen, Filosofie in Bedrijf, Vol. 11, No. 3, pp. 54 - 64

King Lear Voor Adviseurs En Managers, Het Adviesproces Als Drama

Drawing comparisons between consultancy and 'King Lear', the author explores the core theme of responsibility. Arguing that 'King Lear' is vital in gaining an understanding of consulting, leadership and management, the author explores the positive lessons to be learnt from this tragedy for the manager and the management consultant. This book is written in Dutch.

de Haan, E. (1997) King Lear Voor Adviseurs En Managers, Het Adviesproces Als Drama, [The Consulting process as drama: learning from King Lear], Scriptum Management

Nonspatial visual attention explained by spatial attention plus limited storage

de Haan, E., Lutz, C & Noest, A.J. (1996) Nonspatial visual attention explained by spatial attention plus limited storage, Perception, Vol. 25, No. 5, pp. 591 - 608

Shape from Shaded Random Surfaces

de Haan, E., Erens, R.G.F. & Noest, A. J. (1995) Shape from Shaded Random Surfaces, Vision Research, Vol. 35, No. 21, pp. 2985 - 3001

Edge-curvature discriminability argues against explicit curvature detectors.

de Haan, E. (1995) Edge-curvature discriminability argues against explicit curvature detectors, Journal of the Optical Society of America A, Vol. 12, pp. 202 - 213

Contributions to Vision Research

de Haan, E. (1994) Contributions to Vision Research, doctoral thesis, University of Utrecht

Rapid segmentation of one-dimensional noise textures across borders

de Haan, E., Boulton, J.C., Noest, A.J. & Koenderink, J.J. (1994) Rapid segmentation of one-dimensional noise textures across borders, Vision Research, Vol. 34, pp. 2689 - 2700

The shadow side of boards - and how team coaches can help.

De Haan, E. (2015). 'The shadow side of boards - and how team coaches can help'. The Training Journal, May.