Pauline Fatien


Dr Pauline Fatien Diochon is an educator and researcher in Management who is intrigued by the multiple facets, bright and dark, of executive coaching. Her publications explore the ambiguity of this helping practice, through topics such as power dynamics and ethics. With her co-authors, she was recently awarded the Benedictine University Award for Outstanding Paper on Ethical Issues in Consulting (AOM 2016, MC division) and the Best Case Study in Human Resource Management (AGRH 2015). Her international career started in France (Uni. of Lyon Management School), then continued in the USA (Menlo College, CA), and she is now based in Colombia (Universidad Pontificia Javeriana, Bogota). She is a board member of the Graduate School Alliance for Education in Coaching (GSAEC) and has been appointed to the editorial board of the Journal of Psychological Issues in Organizational Culture and Frontiers in Psychology. Dr. Fatien holds a Ph.D. in Management and a Master of Science in Management from HEC School of Management, Paris, France, as well as a Master in Sociology of Power from the University of Paris Diderot, France.


Educating Managers-as Coaches: The Role of Transformative Learning
This theoretical paper discusses the specific challenges posed to educate managers to be effective manager-coaches. We first explore the requisite skills and capacities that managers need to effectively coach their employees as part of their managerial responsibilities and the challenges that this added portfolio of responsibilities pose. Second we review the implications for managerial coaching education, pointing out the role of transformative education.

Ethical Dilemmas in Coaching: From Deviation to Transformation

While ethical dilemmas can be apprehended as deviation for sound practice, this paper explores their potential for individual, organizational and industrial transformations. By tapping into the transformative learning and adult development literatures, we discuss why and how a higher order of consciousness, e.g. an ability to better embrace complexity, equips coaches to use dilemmas as a springboard to meaningful and transformative change in organizations.

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