Reich, Y.Y.ReichUllmann, G.G.UllmannLoos, M. van derM. van derLoosLeifer, L.L.Leifer2022-03-102022-03-102007https://publica.fraunhofer.de/handle/publica/357783Contemporary global product development teams face increasingly ambiguous work environments. They are typically distributed, working in different organizations and in different time zones. They have different socio-cultural and professional-culture backgrounds. Individuals may speak different languages and the team may lack a common natural language. Within such scenarios, teams are still expected to produce quality products and bring them to the market in ever-shortened R&D cycles. Coaching product development teams in project-based courses and also in industry is gradually perceived as a response to team needs. In order to better understand how to maximally benefit from coaching, we developed a study based on a conceptual foundation of coaching [8]composed of five coaching roles carefully characterized to span the complete space of coaching activities. The context of this study was a project-based design course at Stanford University. The study supports the following conclusions: (1) different stakeholders in the design process have different views regarding coaching; (2) the stakeholders' differing views change as the design stages progress; and (3) project success seems to correlate with some coaching style mix.en658conference paper