Coaching in complexity: building reflective bureaucracy in VUCA governance

Purpose This research explores the effectiveness of executive coaching in helping public sector entities navigate VUCA (volatile, uncertain, complex, and ambiguous) situations. It proposes that coaching serves purposes beyond personal improvement, acting as a “reflective infrastructure” that enables rapid sense-making, knowledge flow, and ethical navigation within public administration. Reflective infrastructure refers to the organisational routines and trust-based conversational structures that institutionalise reflection across teams and governance processes. In this review, reflective infrastructure is positioned as a core mechanism through which coaching enhances sense-making and adaptation in VUCA settings. Design/methodology/approach The integrative review followed the PRISMA approach in analysing empirical research from Scopus, Web of Science, and EBSCO. After completing the research process, 68 empirical articles published from 2000 through 2025 were included. Data analysis used a deductive–inductive approach within coaching psychology theory, forming the Coaching-to-Adaptation-Cycle framework. Findings The mechanisms identified by the review include four ways in which coaching leads to adaptive governance. This includes psychological safety, behaviour change, structural frictions, and identity transformation. It is these four mechanisms, among others, that lead to a self-reinforcing cycle of learning within an organisation, driven by an individual's reflective practice in dealing with VUCA environments. Practical implications To enhance decision-making and adaptability, coaching should be embedded into supervision, cross-unit learning, and policy processes. Originality/value The review applies a PRISMA-aligned integrative methodology, combining systematic transparency with thematic depth to ensure a rigorous and replicable synthesis.