Role of social interaction in constructivist group coaching

In the world of coaching, the dominant image is often one of two people in a reflective conversation—focused, private, and personal. But what happens when we widen the lens? When we invite others into that reflective space, and reimagine coaching as a shared act of meaning-making? This is exactly what I set out to explore through the constructivist group coaching program I developed as part of my doctoral research back in 2012. Grounded in narrative and discursive psychology, the program was designed to support professional identity transformation—not just through introspection, but through intentional, structured group interaction.

Group as a mirror and a catalyst

In constructivist coaching, the self is not seen as a static core to be revealed, but as a narrative in motion—constructed, deconstructed, and reconstructed in relation to others. Group interaction, then, is not a backdrop. It’s a powerful mechanism for change. When participants speak, reflect, and offer feedback to one another, they hear themselves differently. They experiment with new perspectives. They step out of solitary reflection and into relational insight. This is the heart of what makes group coaching transformative. In the Developmental Laboratory program, which consisted of 15 workshop sessions, I observed how peer feedback—offered with care, curiosity, and presence—sparked the “innovative moments”: subtle but meaningful shifts in how participants saw themselves, their roles, and their agency within professional contexts.

Co-Coaching

One of the core design principles of the program was to invite participants to act as co-coaches. Rather than positioning the coach as the sole source of insight, the group itself became a resource—a living, evolving network of feedback, empathy, and shared learning. Participants learned to reflect on their own experiences and to support and challenge each other. They offered alternative interpretations. They asked powerful questions. They held space when others took risks. This co-coaching dynamic created a sense of ownership and collective responsibility for growth.

Coach as a role model for feedback

Of course, this level of interaction doesn’t happen automatically. It must be cultivated with care. As a facilitator, the coach takes on a deliberate role as a model for feedback—showing what it means to listen actively, respond respectfully, and stay present in moments of discomfort or vulnerability. This modeling created a foundation of psychological safety that allowed others to step into co-coaching roles with growing confidence. Over time, participants began to mirror the feedback culture modeled. They became more skillful in their responses, more open to receiving input, and more reflective about the language they used with themselves and others.

Designing for dialogical transformation

One question that sometimes emerges is:
"Are participants really allowed to comment on each other during coaching?"

The answer is a resounding yes—but more than that, they are encouraged to. Group dialogue isn’t a side effect of this coaching model. It’s a carefully designed intervention. It’s the space where new narratives emerge and old ones lose their grip.

Transformation in group coaching is about repositioning the self within a web of meaning. This requires others. It requires a group willing to listen, reflect, and co-create meaning together. What I’ve learned through this work is that transformation is not a solo journey. It’s social. It’s dialogical. It’s constructed in moments of shared attention—when we risk showing ourselves to others, and allow ourselves to be seen in new ways. By inviting participants to take on the role of co-coaches, and by embodying a feedback-rich, constructivist stance as a facilitator, we open up a new kind of coaching space. One where learning is distributed, identity is negotiated, and growth is not just an individual outcome, but a collective practice.

Summary

Group as a Learning Community
Participants are invited to act as co-coaches, offering feedback and reflections that enhance individual and collective growth.
Dialogue as a Catalyst for Change
Group conversations create reflective loops that help individuals see their narratives from new perspectives and reconstruct their professional identity.
Coach as a Feedback Role Model
The coach models respectful, constructive feedback and creates psychological safety, encouraging others to mirror this behavior.
Innovative Moments through Interaction
Transformative shifts—reconceptualizations and new behaviors—emerge from shared exploration and mutual support within the group.
Interaction is Intentional and Essential
Peer discussion isn’t just allowed—it’s designed as a core mechanism for learning and identity transformation.

Want to explore this further?
How do you design for meaningful group interaction in your coaching practice? What happens when feedback becomes everyone's responsibility?