Professional Practice and Research Sub-Committee

It is essential that, in interacting with other non-profit organisations involved in the profession of coaching, the SGCP Committee and other members give full consideration to the issues and implications discussed in this document. This document is a working document as it will be revised based on feedback from members. The strategy does not apply to the relationship between SGCP and organisations or bodies who sponsor or purchase coaching for which a separate document is needed.

Who this document is for

For reference: This document is particularly important for Committee members of SGCP who are representing SGCP and working with other organisations or groups.

For information: SGCP Committee members and key role holders including BPS staff who support the committees, and all Members of SGCP.

The aim of developing a strategy for working with other non-profit organisations involved in the profession of coaching is to promote and realise the strategic aims of SGCP by developing and facilitating productive relationships between SGCP and other organisations in the field in particular but not limited to:

1. Develop awareness of the nature, aims and practical applications of coaching psychology
2. Collaborate appropriately with external agencies and organisations.
3. Promote development of appropriate ethical standards and guidelines for the practice of coaching psychology in a wider context.
4. Promote mutual understanding between organisations in the field.

The objectives of working with other organisations involved in the profession of coaching are, therefore, to:

1. Communicate with other organisations about the aims and objectives of SGCP so that they understand how coaching psychology fits into a wider context.
2. Dispel myths about the profession of psychology and ensure representatives of other organisations in the field develop an accurate understanding of what psychologists do and the value both psychologists and psychologists who specialise in coaching can offer the wider coaching community.
3. Understand the aims, values and activities of other organisations and how their development and practice relate to the progress of SGCP.
4. Develop collaborative relationships with other organisations to promote coaching psychology, perhaps via undertaking joint projects.
5. Be engaged in discussion so as to help to develop in the field of coaching as a whole; in- depth knowledge, research, excellence in practice and work on issues of standards, ethics and values.
6. Identify potential conflicts, so that action plans can be developed to either prevent or resolve them.

Potential issues when working with other organisations

1. Conflicts of interest between SGCP and organisations in the broader field of both psychology and coaching respectively
2. Confusion within SGCP about loyalty of members where they are affiliated with other organisations as well as SGCP

1. A standing item on the Committee should be relationships with other organisations involved in the profession of coaching.
2. Members of the committee should take responsibility to report back on meetings they have attended or any other contacts they have had with other organisations, looking for opportunities to explain our aims and objectives as an organisation and seeking to understand others.
3. The Chair or Co-Chair of PPRSC should take responsibility for collating information on other organisations and the state of our relationship with them and bring this to the attention of the Committee when relevant.
4. When representing SGCP in joint meetings with other organisations, it is always best if the representative is there only in the role of representing SGCP even if they have membership of other organisations and this should be made clear to all concerned. In order to avoid conflicts of interest, it would be best if the representative has an affiliation only to SGCP.
5. Committee members should declare their other affiliations and this should be recorded in minutes.
6. The overriding principle in all our dealings with other organisations in the field should be to promote the standards of excellence in professional behaviour that we would expect our coaching clients to adopt in their own practice. The hallmarks are good manners, mutual respect and well managed competition; competition being inevitable but if positively handled can be a force to drive up standards in the field. In doing this, SGCP will be contributing to the wellbeing and highest professional standards in the field as a whole and this, in turn, will contribute to the well-being and standards of SGCP.

A set of standard operating procedures is outlined below.

Consider our general guiding principles:
We regard the following as our guiding principles throughout:

• Promote the strategic aims of coaching psychology.
• Educate members of the public and other organisations, and increase their understanding about coaching psychology.
• Declare one’s personal position and interests if any.
• Identify any possible conflicts of interest and try to manage these positively in the interests of both SGCP and the profession as a whole.

Before a meeting begins, if the representative member has an opportunity to introduce themselves and the SGCP, try to inform all participants of the rationale, aims and objectives of the SGCP. (This information should be available from our website or the Communication Officer.)

Consider confidentiality issues, for example, only sharing information about SGCP where it will promote the aims and objectives as set out above.

We observe our guiding principle at all times (as set out in Section 1).

Check the following questions:

1. Is there anything in the discussion that might adversely affect the interests of SGCP?
2. Are there any conflicts of interest between other organisations and/or individuals? Whilst not immediately affecting SGCP, it might be important in our membership of the professional community to understand, monitor and possibly offer facilitation to such problems.

Check again the following questions:

1. Is it possible that any of the participants may misunderstand what SGCP is about?
2. Are there any conflicts of interest?
3. How do we propose to continue to promote SGCP aims and positive development in the field as a whole?

Provide advice, feedback and/or briefing to the Committee in the next meeting or earlier by e-mail if urgent.

Check to see if there are any other ethical considerations involved in your work that have not already been covered in the above guidelines such as the potential for collaboration with colleagues from other organisations.

A list of organisations with which we may relate or need to relate:

• Other Divisions, Special Groups and Sections within the BPS.

• European Mentoring and Coaching Council (EMCC).
• Association of Coaching (AC).
• International Coaching Federation (ICF)
• Coaching and Mentoring Society.
• Association of Professional Executive Coaching and Supervision (APECS).
• British Association of Counselling and Psychotherapy (BACP).
• Employment National Training Organisation( ENTO).
• Chartered Institute of Personnel Development (CIPD).

More organisations will be added onto the above list as new relationships are established.

Professional Practice and Research Sub-Committee
August, 2005.