Kegan (1982, 1994) and Belenky et al. (1997) parse adulthood into four large meaning-making worlds; Fisher, Rooke, and Torbert (2000) offer seven, and Perry (1968) suggests nine. I follow Kegan’s distinctions because they make the most logical sense to me.

All case studies in this section are compilations of people I have worked with as a researcher, coach, or consultant. No case is drawn from a single example, and thus all names, identifying features, etc., are obscured.

Each of these targeted coaching interventions I offer is designed to help a coach support a client to develop. Development for its own sake is not a good coaching goal, however. Development for a particular end (e.g., for improved job performance in a job that is too complex for the client’s current form of understanding) is the reason to pursue these activities.

In the group of studies Kegan reports, the age range (of those studies that report age) is from 19 to 55, with most studies focused on participants 25 or older. The population as a whole is also quite highly educated, with many holding graduate degrees.

Bob’s case is a little too close to the stereotype for a CEO, so I want to remind readers that the CEO form outlined here can be quite affiliative (as Bonita’s is, if she is at the CEO form of understanding) and inclusive, and that those at the CEO form can have excellent relational and interpersonal skills.

Bob’s case does not rule out a potential Prince form of understanding; however, it would be highly unlikely to see the Prince form of understanding at Bob’s age and Bob’s level in the organization. It would be wise to check occasionally to see how concrete and material Bob’s motivations really are.