How often do your clients struggle with conflict? If yours are like those of most coaches, conflict is one of the most common challenges you are asked to help clients deal with effectively — as a manager who must mediate between warring employees, or as an individual who is personally embroiled in a dispute.
Effective conflict coaching requires two sets of competencies:
Coaching process — Participation in Certification Conferences presumes that you already possess generic coaching skills, gained from experience and/or other training.
Conflict content — You will learn practical, behaviorally specific tools for the prevention, management, and early resolution of workplace conflict. As a conflict coach, you enable your coachees to apply these tools to address specific conflicts at work or in their personal lives.
The Train-the-Professional (Track 3) option is ideally suited to coaches. You will receive a Coaching Video that actually demonstrates how to perform the core competencies for managing workplace conflict — an invaluable aid as you help your client gain the ability to handle difficult interpersonal situations.
Coaches who are also trainers may consider becoming a Certified Trainer of Managing Workplace Conflict by registering for the Train-the-Trainer (Track 1) option. You'll still receive the Coaching Video and all the other resources received by registering for Track 3.
Once certified, you will have access to these powerful and flexible organizational assessment instruments.
Conference Information
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Free article — How to Coach in Workplace Mediation by W. Bruce Newman and Dan Dana. Click the button and send the outgoing message that appears in your email program. Article will arrive in 60 seconds (corporate intranets may delay or block delivery). |
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Bibliography
Edited by Melissa Zarda. See other bibliographies.
Contributors: W. Bruce Newman,
Ed Beaupre, Margaret Kozlowska-Misiorek
Copyright restriction: The contents of this bibliography may not be placed on other websites, but links from other websites may be directed to this page. Hardcopies of this page may be printed for academic purposes.
- Bacon, Terry R. & Spear, Karen I. (2003) Adaptive Coaching: The Art and Practice of a Client-Centered Approach to Performance Improvement. Mountain View , CA : Davies-Black Publishing.
This text offers a unique client-centered focus and solid research into how people prefer to be coached. The authors deliver tools and techniques coaches need to identify clients' needs, negotiate expectations, manage the dialogue, and more. It is based on authors' experience in Fortune 500 companies and self managing styles or roles of teacher, parent, manager, philosopher, which are directive and those of facilitator, counselor, colleague, mentor which are non-directive.
- Berg, Insoo Kim & Szabo, Peter. (2005). Brief Coaching for Lasting Solutions. New York:W.W. Norton.
Presents clear steps and examples for how to conduct conversations that build on client strengths and help them achieve their goals within a brief period of time.
- Blanchard & Shula. Everyone's A Coach. Harper Business, 1996. $12 (paper)
Good principles and coaching strategies, clearly outlined and easily implemented, professionally based and explained.
- Boughton & Gilley. Stop Managing, Start Coaching! McGraw Hill, 1996.
Focuses on a four phase approach of Training, confronting, career coaching and mentoring. Spends more time explaining what a manger should do as a manager than how to be a coach.
- Cook, Marshall J. Effective Coaching. McGraw Hill, 1999.
Learn 10 advantages of good coaching, acquire 12 traits of effective coach and tap into hidden motivation of your workforce. Then the seven steps to effective coaching: 1) Name the challenge and describe the outcome, 2) Brainstorm possible approaches, 3) Develop an action plan, 4) Set deadlines 5) Establish evaluation criteria, 6) Facilitate action, 7) Follow through.
- Crane, Thomas G. The Heart of Coaching. FTA Press, 2000.
This approach relies upon a three phase "Transformational" coaching model. The Foundation Phase, The Learning Loop and The, Forwarding the Action Phase. It appears over complicated and unclear about skills applied to reach success - although it claims to be a dialogue based model, it also stresses the importance of organizational culture to its successful application.
- David, Mark. Coaching Illustrated. The Mark David Corporation, 1999.
Relies upon principles of "truth," "trust," and "respect." Stresses importance of "telling your team that you expect, etc." Workbook style approach.
- Fournies. Coaching for Improved Work Performance. McGraw Hill, 2000.
More text than tips. Academic parlance for managers to work effectively with subordinates. Crafted from psychology to cheerleading, example, "what managers get paid for - 1) managing, 2) directing others, 3) responsibility, 4) results."
- Minor, Marianne. Coaching for Development. Crisp 50-Minute, 1995.
A highly practical approach. This approach begins with "Assessing coaching needs," offers six tools for coaching success (listen, observe, analyze, interview, contract, feedback) and progresses through five coaching roles (sponsor, mentor, appraiser, role model and teacher). It is easy to follow, workbooky for new learners, and with enough profound material for experienced non-coaching folks. Recommended as a "sourcebook" for conflict-coaching requirements.
- Muchnick. Self Coaching: How to SOLVE Executive Coaching Issues. Millenium Rising, 2000.
Written by a marketing executive using the acronym of SOLVE. S)State the Problem Specifically, O)Observe the problem resolved, L)List problem exceptions, V)Verify the plan, E)Execute, Just do it! Insightful and rah, rah for self-motivation and self-implementation.
In recent years many organizations are developing dispute resolution programs which include mediation and group facilitation. In conjunction with these programs, the organizations are deploying coaches who work with individuals to increase their conflict competency. Most people deal with conflict in a reactionary way. The goal of the coaching is to educate the employees, helping them to prevent conflict, and use conflict as an opportunity to improve relationships.
- O'Neill, Mary Beth. Executive Coaching with Backbone and Heart. Jossey-Bass, 2000.
Moving from a "Coaches Stance" to the "Four Phases of Coaching" 1) Contracting: find a way to partner, 2) Action planning: keeping ownership with the client, 3)Live action coaching, and 4)Debriefing: defining a learning focus. This work provides more "systems" thinking and description that other approaches - based upon process consulting models and organizational development interventions. Heavy going for neophytes.
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