Organizational
conflict coaching: Informal, independent, neutral conflict management and
dispute resolution
“The Organizational Ombudsman is like a smoke-watcher, if we see signs of smoke we will investigate and, if there is a fire we will make recommendations on putting it out and preventing future fires in that area. No one expects fire, but if it does occur we need a trained eye to direct us to the source, quickly, expertly and safely”.
Dr David Miller. Organizational Ombudsman, The Global Fund. Geneva.
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| Conflict Coaching in Organizations |
Introduction to Conflict Coaching in Organizations
We all deserve a positive work environment, a place where
we can enjoy our work for a job well done. When handled constructively,
conflict is a normal and useful part of life. In fact, conflict can be good for business and can increase innovation. However, if left unresolved people may not
feel their workplace is positive. It will lead to low morale and you may even
notice that productivity is lost. In extreme cases, people may have health
problems associated with conflict. This is especially true in the case of workplace bullying.
Many organisations have a formal conflict management system in place, encouraging staff to
use the process if they get into workplace conflict. As with many formal
processes, staff can be reluctant to engage due to fear of retaliation,
loss of relationships or other consequences.
The work of the Organizational
Ombudsman as a conflict coach is a complementary
addition to an existing formal system. The informal
nature of the conflict coach fosters conflict management and resolution of
disputes quickly whilst reducing the cost
of conflict both in dollar terms and human cost. Conflict coaching can help parties manage conflict escalation and resolve conflict.
What situations
at work could I sort out with coaching?
- My supervisor is
grumpy with me all the time. I don’t understand why.
- The foreman seems to have favourites and I’m not one of
them.
- The person I work with goes too slow and ignores my plea
to work harder.
- I think I’m being treated differently than other people
because I’m from another country.
- I’m feeling bullied by
the others. There is so much gossip where I work.
What does workplace conflict coaching
offer?
- Strengthen
your ability and confidence to take steps to resolve issues.
- Assist
with negotiations between people
- Listen
and help you develop options to address issues and assess the consequences of
these options.
- Provide
information and clarification on company procedures and practices.
- Identify
other avenues of help outside the workplace.
- Give
the organization valuable insight into the issues facing staff so they can
address systemic problems. (via anonymous reporting with consent)
What is a typical workplace
coaching session?
In
well-resourced organizations, the office of the Ombudsman is available for
personal visits and contact by phone. For example, in New Zealand where the use of conflict coaching is new, enlightened organizations offer a limited service relaying on
set days when the coach will be on site. In this situation, the coach offers to
be available by phone on other days and will agree to meet with staff privately
away from the workplace. They might also be available through video conference in email, such as within Online Dispute Resolution.
Conversations
between coach and client are a one-to-one process so the client can increase
competence and confidence to manage their interpersonal conflict and dispute.
It is a future-oriented and voluntary process that focuses on the client’s
conflict management goals. Conflict coaching is not counseling or therapy. The
coach will not provide advice or act as your agent, representative or lawyer. Usually
there will be several sessions, the first used to reach agreement about the
boundaries of coaching and the client.
Primary
role and responsibilities of the coach include:
a)
Help the client identify conflict management goals and steps
required to reach them.
b)
Co-create a relationship that supports and facilitates the
client’s efforts to reach their goals.
c)
Assist the client, manage or resolve a dispute or prevent one from
escalating unnecessarily.
d)
Help the client strengthen their knowledge, skills and abilities
to engage more effectively in conflict.
e)
Manage the coaching process through a step-by-step process where
appropriate.
The
client agrees to:
a) Communicate honestly with
the coach.
b) Be willing to co-create the
relationship and identify the best way to collaborate to ensure progress.
c) Be open to the coach’s
observation and input.
d) Provide feedback to the
coach on their experience of the coaching process and the working relationship.
e) Be accountable for doing
the work required to reach their goals.
f) Be solely responsible for
their decisions and actions regarding their goals.
The
coach will maintain complete confidentiality about the content of the coaching
sessions unless:
a) Disclosure of the
information is authorized by the client in writing.
b) The client reveals intent
to harm others or themselves.
c) The information is required
on an anonymous basis for educational or statistical purposes (no identifiable
names and information are used).
d) Required by applicable
laws.
About the Author - Conflict Coaching in Organizations
Wayne Marriott.Conflict coach; Mediator and Conciliator. Wayne is based in New Zealand. He offers services face to face in New Zealand and by phone everywhere.
