Abstracts
Résumé
De quoi nos pratiques d’accompagnement sont-elles le nom ? Au moment où sort ce dossier spécial, cette question nous tend un miroir sur des pratiques organisationnelles qui se sont institutionnalisées dans le monde organisationnel, au point d’en tirer une certaine uniformité, derrière des fondations conceptuelles fragiles. Et c’est ainsi un vaste champ de questionnements existentiels qui s’ouvre, pour poser en conscience les enjeux de pratiques de pouvoir. Cet article retrace les enjeux éthiques et politiques des méandres du coaching et du mentorat (C&M), pour rappeler le politique derrière la technique.
Mots-clés :
- Coaching,
- Mentorat,
- International,
- Pouvoir,
- Réflexivité
Abstract
What do helping practices truly stand for? At the very moment this special issue is being published, this question holds up a mirror to organizational practices that have become institutionalized across the organizational world, to the point of generating a certain uniformity, despite resting on fragile conceptual foundations. In doing so, it opens up a vast field of existential inquiry, inviting a careful examination of the stakes involved in practices of power. This article traces the ethical and political implications woven through the complexities of coaching and mentoring (C&M), in order to foreground the political dimension underlying what is often presented as mere technique.
Keywords:
- Coaching,
- Mentoring,
- International,
- Power,
- Reflexivity
Resumen
¿Qué designan realmente nuestras prácticas de acompañamiento? En el momento en que se publica este número especial, esta pregunta nos devuelve un reflejo de prácticas organizacionales que se han institucionalizado en el mundo organizacional, hasta el punto de generar cierta uniformidad, pese a sustentarse en fundamentos conceptuales frágiles. De este modo, se abre un amplio campo de interrogantes existenciales que invitan a examinar de manera consciente los desafíos implicados en las prácticas de poder. Este artículo recorre las implicaciones éticas y políticas que atraviesan los meandros del coaching y la mentoría (C&M), con el fin de poner de relieve la dimensión política que subyace a lo que a menudo se presenta como mera técnica.
Palabras clave:
- Coaching,
- Mentorazgo,
- Internacional,
- Poder,
- Reflexividad
Appendices
Bibliographie
- Agostini, B., & Persson, S. (2022). Revisiting the connection between context and language from hall to jullien : À contribution to a real intercultural dialogue. Management International, 26(6), 197–212. https://doi.org/10.7202/1095756ar
- Arnaud, G., Dubouloy, M., & Ohayon, A. (2022). De quoi le coaching est-il donc le nom ? Nouvelle Revue de Psychosociologie, 34, 7–18. https://doi.org/10.3917/nrp.034.0007
- Ayache, M., & Dumez, H. (2021). Le coaching : Exploration d’une pratique. Annales Des Mines - Gérer et Comprendre, 3(145), 46–54. https://doi.org/10.3917/geco1.145.0046
- Bachkirova, T. (2018). Developing a knowledge base of coaching : Questions to explore. In T. Bachkirova, G. Spence, & D. Drake (Eds), The SAGE Handbook of Coaching (pp. 23–41). SAGE Publications.
- Bachkirova, T., & Borrington, S. (2020). Beautiful ideas that can make us ill : Implications for coaching. Philosophy of Coaching : An International Journal, 5(1), 9–30. https://doi.org/10.22316/poc/05.1.03
- Chouki, M., & Persson, S. (2016). Investir les difficultés d’intercompréhension en situation : Un levier pour le mentorat informel ? Management & Avenir, 88(octobre), 155–177. https://doi.org/10.3917/mav.088.0155
- EMCC, AC, & et al. (2021). Global code of ethics.
- Fatien Diochon, P., & Nizet, J. (2019). Re-embedding leadership development : Exploring power dynamics to understand the insensitivity of coaching programs to organizational contexts. Leadership, 15(5), 603–620. https://doi.org/10.1177/1742715018824442
- Fatien, P., Louis, D., & Islam, G. (2022). Neutral In‐tensions : Navigating Neutrality in Coaching. Journal of Management Studies, Online Fir. https://doi.org/10.1111/joms.12883
- Fatien, P., Moreau, F., Dubern, M., & Atten, B. (2023). Penser l’émancipation dans le coaching : Composer avec les noeuds d’un système contraint de tensions. Revue Française de Gestion, 49(308), 37–54. https://doi.org/10.3166/rfg.308.37-54
- Gagnon, S., & Collinson, D. (2014). Rethinking Global Leadership Development Programmes : The Interrelated Significance of Power, Context and Identity. Organization Studies, 35(5), 645–670. https://doi.org/10.1177/0170840613509917
- Gannon, J. M. (2021). Applying the lens of social movements to coaching and mentoring. Philosophy of Coaching : An International Journal, 6(1), 5–29. https://doi.org/10.22316/poc/06.1.02
- Graßmann, C., & Schermuly, C. C. (2020). Coaching With Artificial Intelligence : Concepts and Capabilities. Human Resource Development Review, 20(1), 106–126. https://doi.org/10.1177/1534484320982891
- Hurlow, S. (2022). Revisiting the relationship between coaching and learning : The problems and possibilities. Academy of Management Learning & Education, 21(1), 121–138. https://doi.org/10.5465/amle.2019.0345
- Jullien, F. (2008). De l’universel, de l’uniforme, du commun, et du dialogue entre les cultures. Fayard.
- Liu, H. (2022). How we learn whiteness : Disciplining and resisting management knowledge. Management Learning, 53(5), 776–796. https://doi.org/10.1177/13505076211061622
- Marquis, N. (2025). Le succès du coaching, miroir des sociétés individualistes. Carnet Psy, 4(279), 31–33.
- Mignolo, W. D. (2009). Epistemic Disobedience, Independent Thought and Decolonial Freedom. Theory, Culture & Society, 26(7–8), 159–181. https://doi.org/10.1177/0263276409349275
- Nizet, J., & Fatien Diochon, P. (2012). Comprendre les ambiguïtés du coaching, à l’éclairage du fonctionnalisme. Annales Des Mines - Gérer et Comprendre, 110(4), 24. https://doi.org/10.3917/geco.110.0024
- Paul, M. (2021) Une société d’accompagnement Guides, mentors consultants, conseillers coaches : Comment en est-on arrivé là ? Raisons et Passions
- Rappin, B. (2024). Les enjeux anthropologiques du coaching. Ovadia.
- Romani, L., Holck, L., & Risberg, A. (2018). Benevolent discrimination : Explaining how human resources professionals can be blind to the harm of diversity initiatives : Organization, 26(3), 371–390. https://doi.org/10.1177/1350508418812585
- Salman, S. (2021). Aux bons soins du capitalisme—Le coaching en entreprise. Presses de Sciences Po.
- Shoukry, H., & Cox, E. (2018). Coaching as a social process. Management Learning, 49(4), 413–428. https://doi.org/10.1177/1350507618762600
- Shoukry, H., & Fatien, P. (2024). That’s political ! A Freirean perspective towards coaching as a social practice. Management Learning, 55(1), 17–40. https://doi.org/10.1177/13505076231189776
- Stoeger, H., Balestrini, D. P., & Ziegler, A. (2021). Key issues in professionalizing mentoring practices. Annals of the New York Academy of Sciences, 1483(1), 5–18. https://doi.org/10.1111/NYAS.14537
- Stokes, P., Fatien Diochon, P., & Otter, K. (2020). “Two sides of the same coin ?” Coaching and mentoring and the agentic role of context. Annals of the New York Academy of Sciences, nyas.14316. https://doi.org/10.1111/nyas.14316
- Tronto, J. C. (2010). Creating Caring Institutions : Politics, Plurality, and Purpose. Ethics and Social Welfare, 4(2), 158–171. https://doi.org/10.1080/17496535.2010.484259
- Vernazobres, P. (2006). Le coaching, révélateur et vecteur de nouveaux modes de régulation sociale en entreprise. Revue Internationale de Psychosociologie, XII(27), 176. https://doi.org/10.3917/RIPS.027.0176