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the trend seems to be leaning more toward career counseling, which Savickas (2003) cites is the result of " the mechanical age of the city is giving way to the media age of the global village as information technology fosters a worldwide economy, the emergence of world workers, and new psychological contracts between employers and employees" (p.1). The result is a fast and changing world with people trying desperately to stay in the game, and coaching is a new way for people to do just that.

How Social Psychology Is Integrated Into Psychological Coaching

How people interact and influence one another is at the crux of social psychology. Since people do not interact alone, "the topics of social psychology are directly relevant to executive coaching and the process of interpersonal influence" (Peltier, 2001, p. 136). Psychological coaching is an important part of the social networks within an organization, and on a personal level. It is not uncommon any longer to find coaches woven within the structural fabric of an organization, mainly because organizations understand the important social currents that flow within their cultures and see coaching as a necessary means to maintain their culture as well as their competitive edge (Bratton, 2004). Social psychology has always looked closely at the study of leadership. And organizations now understand their employees on all levels, executives included, are human and have the same human foibles, and sometimes need help to overcome these obstacles while at the same time feeling safe to be vulnerable in an often time competitive environment (Peltier, 2001, Sandlund, 2002). Research has shown that the presence of coaching within an organization can have impressive results, as cited by Bratton (2004):

Properly delivered, coaching can help us understand what we are truly good at and how we can use our abilities to strengthen organizational culture and address change. It provides in-depth solutions that no classroom or seminar can offer. In fact, no conventional form of learning has shown a comparable capability to help people make profound and difficult changes in the way they approach their work and their life, and to make those changes last. Most urgently of all, coaching responds to the intense need for renewal in the ranks of senior leaders and managers. It accelerates the growth in effectiveness of supervisors, and the impact of these personal transformations ripples outward to affect all levels of management and employees.

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