The purposes of this paper are twofold. First, we argue that the rationalistic assumptions on which dominant conceptions of the coaching process rest are rather unrealistic. We therefore hold that they have relatively limited potential either for a theoretical understanding of coaching or for guiding practitioners. Second, we tentatively offer the alternative metaphor of "orchestration", derived from research on the management of complex change, as one starting point for developing a more realistic conception of coaching. We assert that this way of thinking about coaching has greater potential as a basis for future research and theorising, with the longer-term aim of informing efforts to improve the practice of coaching and of coach education.