Conflict
Coaching (page 2 of 4)
Conflict Coaching
Conflict
coaching is a relatively innovative and distinctive form
of coaching. It involves working one-on-one with those involved
in interpersonal conflicts. Just as there are different
general types of coaching, so too are there different approaches
to conflict coaching. These approaches include the following:
Interest-based, problem-solving conflict coaching
- Tidwell (1997) created a conflict coaching model that
was derived from Fisher and Ury's (1983) interest based
negotiation model. This model has the coach assist the participant
in uncovering the likely interests of all parties to a conflict.
The coach also supports the participant's exploration of
common ground and creative solutions.
Transformative conflict coaching - Bush and Folger's
(1994) transformative approach to mediation offers another
way of structuring conflict coaching. Their view replaces
the emphasis on interests with an emphasis on empowerment
(strength of self) and recognition (acknowledgment of other).
While not formally developed into a coaching model, a focus
on empowerment and recognition could form the basis of a
distinctive approach to coaching. The transformative conflict
coach would probably strive to minimize his/her directiveness
by, for example, not following a linear model and not using
the skill of reframing (rewording statements to make them
less negative). The transformative coach would attempt to
have the coaching participant lead the process. This would
include not trying to change the participant's language.
Narrative conflict coaching - Just as Bush and Folger
proposed an alternative to the dominant model of interest
based mediation, so too did others. Winslade and Monk's
(2000) narrative mediation model is another possible bridge
to a new model of conflict coaching. Narrative mediation
theory is interested in the ways humans use stories to make
sense of their lives and the ways different stories can
lead to conflict and resolution. Narrative mediation might
be used to design a model of conflict coaching where current
conflict stories are identified and the possibilities of
new, more effective stories are explored.
Conflict styles coaching - This approach involves
using the Thomas-Kilman Conflict Styles Instrument to determine
a participant's conflict styles profile. It then moves to
an exploration of a particular conflict situation using
the profile as conversational springboard. This model provides
a fairly structured coaching model that new coaches can
learn quickly and that remains reasonably sensitive to the
unique life situations of participants. The conflict styles
approach to conflict coaching includes assessments of the
participant's general conflict style and style choice considerations
in a specific conflict. Although the conflict styles approach
to conflict coaching uses a standardized measurement device,
the conflict styles coach encourages the participant to
bring his or her own experience to evaluating conflict categories
and relational behaviors. Conflict coaching has been shown
to work well as one part of a campus alternative dispute
resolution program. It may also be applied in various other
settings both within and beyond the educational sector.
Conflict Styles Coaching
The
conflict style coaching model has been used for the past
four years by the Conflict Education Resource Team (CERT)
at Temple University. It is for this reason that I focus
on this particular model.
The Thomas-Kilman Conflict Mode Instrument has a straightforward
format that most individuals find insightful and practical.
The instrument is a multiple-choice survey that plots a
person's conflict styles profile. The profile consists of
five styles (accommodate, avoid, collaborate, compete, and
compromise) differently positioned along two dimensions
(assertiveness and cooperativeness). The instrument has
been widely used, particularly with managers in business
settings.
Conflict coaching model consists of four main parts. The
introduction involves establishing rapport, discussing confidentiality,
and talking through goals for the session. The conflict
styles portion includes the participant completing the survey,
learning and giving examples of the five styles, and discussing
style tendencies. The section on developing choices in a
particular conflict includes selecting a particular interpersonal
conflict situation and using the conflict styles to do a
detailed exploration of choices and perspectives. The closing
is an opportunity for final reflections and for the completion
of an evaluation form.
Effective coaches are typically recognized as above average
in their confidence and self-awareness, concern for others,
perspective-taking ability, and ability to verbally and
non-verbally communicate. Candidates who are already distinguished
in these areas can typically learn to be a competent coach
after twelve hours of training. Of course, ongoing development
in a community of coaches is highly recommended, particularly
if the coach strives to be outstanding with a wide array
of coaching participants and conflict cases.
Conflict styles coaching can be offered with a variety of
other alternative dispute resolution (ADR) services such
as mediation and dialogue processes. The campus ADR program
can partner with an administrative department of the university
(e.g., counseling center or student assistance center),
an academic department (e.g., communication sciences, education,
law, psychology, social work) or a student organization
(e.g., student government). Whatever the case, coaching
referrals can come formally or informally from throughout
the university. A formal referral system may be established
with university housing, the university disciplinary committee,
and with various other bodies that regularly encounter student
conflicts.
Page
last updated
11/27/2005
A
project of Campus Conflict Resolution
Resources.
Supported by a FIPSE grant from the US Department of Education
and seed money from the Hewlett Foundation-funded CRInfo
project.
Correspondence
to CMHE Report
(Attn: Bill Warters)
Campus Conflict Resolution Resources Project
Department of Communication
585 Manoogian Hall
Wayne State University
Detroit, MI 48201.
Please
send comments, bug reports, etc. to the Editor.
© 2000-2005 William C. Warters & WSU,
All rights reserved.
