Conflict Coaching
Conflict is costly to organizations. Low morale and productivity,
stress, illness, absenteeism, litigation due to unnecessary disputes
and so on, all contribute to workplaces that breed destructive interactions.
Besides the adverse impact conflict has on the bottom line, it also
reflects poorly on the organization’s reputation, its place
in the community, its leaders and the pride of everyone else who works
within its doors. Many organizations tend to react to conflict, rather
than consider preventative measures and other ways to shift their
culture to be conflict competent. In this regard, conflict coaching
is emerging as a viable and proactive mechanism.
Conflict Coaching
Conflict coaching is a unique niche which unites the fields of coaching
and dispute resolution. Its premise is essentially that it is possible
to remove the toxic effects of conflict and to create opportunities
to grow relationships and work environments from differences that
do arise. The main objectives of this specialized process then, are
to coach participants to:
- identify their goals for managing conflict effectively
- reflect on the ways they react and contribute to conflict
- consider and develop alternate ways to approach conflict
- shift unhelpful reactions to conflict to constructive responses
- improve language and communication skills in order to interact
and address conflictual situations more effectively
- reduce the harmful impact of conflict on themselves and others
One-on-one conflict coaching is a powerful tool. Coaching sessions
average one hour per week for whatever duration may be needed and
are conducted by telephone, face-to-face or electronically. During
these sessions, the focus is on each individual’s conflict management
goals and needs. For instance, conflict coaching may be used to help
people who find themselves constantly engaged in unproductive conflict.
These clients examine the patterns, themes and elements of conflict
that adversely affect them and others. They are coached to replace
habitual conflict conduct to behaviour that is aimed at preventing
unnecessary disputes and resolving the ones that do arise, in collaborative
and mutually satisfying ways.
Conflict coaching may also be dispute specific. In these instances,
the participants focus on a particular dispute that is adversely affecting
their job and working relationships. Coaching in these cases, guides
the person to conduct a structured analysis of the dispute, to gain
insights about their conflict conduct and to engage in a problem-solving
dialogue with the ‘other person’. Whether for general
conflict traits or specific disputes, the intent of conflict coaching
is to help clients transform the way they “do” conflict.
For both general and dispute-specific coaching, various tools and
techniques may be incorporated, including the use of conflict assessment
instruments. One of these tools is the Conflict Dynamics Profile™.
Among other things, this unique 360° developmental tool helps
people to understand how they respond to conflict and how they are
perceived to do so, by their peers, direct reports and boss. The results
provide a basis for coaching people to shift destructive reactions
to conflict, to constructive responses and other related aspects with
respect to improving conflict management.
Other Mechanisms
In addition to one-on-one coaching, many organizations also
integrate other mechanisms for enhancing and sustaining conflict management
skills. Examples include communication workshops, mediation training,
negotiation training, team coaching, etc. The combined use of training
coaching also provides a variety of venues to appeal to the variety
of ways people learn and change.
Summary
Conflict coaching provides people with an individualized approach
to dispute and conflict management and achieves a number of important
objectives. Among other things, conflict coaching provides a practical
and results-oriented forum for making changes in how people interact
with others when and before conflict arises. This process not only
helps people whose effectiveness and work performance suffer due to
the lack of conflict competence. Besides the personal and professional
gains, modelling effective conflict management has an important impact
on other staff and the organization itself. Clients of course, also
benefit from organizations whose staff are conflict competent and
whose culture conveys this attribute.
Cinnie Noble, ACC, CM, LL.M. (ADR), is a lawyer-mediator and
ICF certified coach who created the CINERGY® model of conflict
coaching. She chairs the ACR Workplace Section’s new Conflict
Coaching Subcommittee and is co-chair of the ICF’s Special Interest
Group on Conflict Coaching.
