Many organisations have a formal conflict management system in place and encourage 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 issues such as retaliation, loss of relationships or other consequences.
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 counselling or therapy. The coach will not provide advice or act as your agent or representative. Usually there will be several sessions, the first used to reach agreement about the boundaries of coaching and the client. The coach offers to be available face to face or by phone and can agree to meet with you privately away from the workplace.
Many organisations have a formal conflict management system in place and encourage 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 issues such as retaliation, loss of relationships or other consequences.
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 counselling or therapy. The coach will not provide advice or act as your agent or representative. Usually there will be several sessions, the first used to reach agreement about the boundaries of coaching and the client.
The coach offers to be available face to face or by phone and can agree to meet with you privately away from the workplace.
Organisational conflict coaching: Informal, independent, neutral conflict management and dispute resolution
“The Organisational 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. Organisational Ombudsman, The Global Fund. Geneva.
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. 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.
Many organisations have a formal conflict management system in place and encourage 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 issues such as retaliation, loss of relationships or other consequences.
The work of the Organisational Ombudsman as a conflict coach in an organisation 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.
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.
My marriage is falling apart and I’m afraid leaving will affect my children.
I’m feeling bullied by the others. There is so much gossip where I work.
What does workplace 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 organisation 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 organisations, the office of the Ombudsman is available for personal visits and contact by phone. In New Zealand where the use of conflict coaching is new, enlightened organisations 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.
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 counselling or therapy. The coach will not provide advice or act as your agent or representative. 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:
Help the client identify conflict management goals and steps required to reach them.
Co-create a relationship that supports and facilitates the client’s efforts to reach their goals.
Assist the client, manage or resolve a dispute or prevent one from escalating unnecessarily.
Help the client strengthen their knowledge, skills and abilities to engage more effectively in conflict.
Manage the coaching process through a step by step process where appropriate.
The client agrees to:
Communicate honestly with the coach.
Be willing to co-create the relationship and identify the best way to collaborate to ensure progress.
Be open to the coach’s observation and input.
Provide feedback to the coach on their experience of the coaching process and the working relationship.
Be accountable for doing the work required to reach their goals.
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:
Disclosure of the information is authorised by the client in writing.
The client reveals intent to harm others or themselves.
The information is required on an anonymous basis for educational or statistical purposes (no identifiable names and information are used).
Required by applicable laws.
Regardless of the jurisdiction we work in, the risk of violence against mediators and conflict coaches is real. Some environments pose greater risk than others. Nevertheless, it’s time to take stock of our management of risk.
Violence comes in a variety of forms and severity and sometimes so swiftly our next response can make a significant difference to our safety and those around us.
Whilst we know that risk cannot be completely eliminated, we can fall into a trap of not planning for the inevitable. So if we accept that it is only when, not if we will fall victim to a violent assault at the hands of a client, now is a good time to rethink our safety.
Our work is a tricky balance of safety and trust .We work hard to empathise and build a strong professional relationship of trust with the people we serve. Here are some tips for you to consider. They are not golden rules, merely things to consider as you continually evaluate situations. The risk of developing hard-fast rules about safety is that we become complacent in a bubble of safety, and forget to be ready to react as the environment changes!
What situations can pose the greatest risks? (Danger of the unknown)
Clients who have already demonstrated the use of violence to gain power in a dispute may turn their technique of control on the practitioner.
An already agitated client mistakenly assesses your reality testing as a threat resulting in an escalation of poor behaviour.
A client with a worsening undiagnosed mental illness lashes out at the other party or practitioner.
Our desire to work toward positive outcomes may provoke us to work outside the boundaries that normally ensure our safety.
Field appointments to environments not fully assessed for safety may place the practitioner in danger.
Constant exposure to highly charged situations, environments and personalities may make us less sensitive to our ability to assess safety and react to the normal fight or flight mechanism.
These simple tips can keep you from harm.
Client assessment - using your intuition and experience, or maybe a more comprehensive assessment from a psychologist or MD is required.
Healthy physical environments*.
Rooms with escape doors into a secure area (or safe room)
Peep holes so colleagues in the secure area can check on you. (and interrupt if necessary- see escape plan below)
Glass (obscured / frosted) strengthened walls in meeting rooms ensure some added visibility whilst maintain privacy.
Furniture that is so light that it could not make a good weapon, or so heavy (or connected to the floor) so it could not be used as a weapon.
Exclude unnecessary furniture and nic-nacs (Those flowers look lovely but that vase might kill you!)
Use plastic cups and stationery water coolers for refreshments.
Design a seating plan so that you can have free access to the escape door.
Install alarm systems that warn your colleagues that there is a problem.
Employ static guards to be in the room.
Never visit people in environments that you have no control.
When you must work ‘in the field’ ensure you work in pairs
When you work in the field utilise GPS / emergency call systems. Such as: http://getbsafe.com/
* These provisions might seem a trifle over the top in many situations. They are included as the ultimate in rick mitigation technique. Remember, if they seem impractical or too expensive to employ your job is to do enough to ensure you are safe.
Deal with escalations. Remain calm and de-escalate the emotion by building empathy – asking open questions to gather any new information. Remain respectful and be prepared to place limits on the other persons behaviour (“I’m sure we can begin to sort this. First, please take your seat and tell me about….” And “It’s ok to talk about this, so let’s do that about it without raising our voice”. (also, “I’m happy to continue discussing things, so long as you put the knife on the table”)
More information on de-escalation can be found at http://www.naswma.org/?page=520
The science behind why some people demonstrate unhelpful behaviour at times of high emotion can be found at: http://neurosciencefundamentals.unsw.wikispaces.net/The+limbic+System
Post incident process so that you learn from it so you can avoid it in the future.
Have people around – what if you work alone? – working alone at night
Be consistent. Ensure your security provisions are the same for every client. Your clients deserve a no surprises approach to such things as static guards, the use of lockers fort personal effects, seating plans.
Self-defence – Best choice is to escape (run like the wind). If not, can you defend yourself from a violent attack?
First aid – if someone is hurt make sure you can render assistance and treat wounds.
Don’t let ANY of the above give you a false sense of security!!!! Remain vigilant.
Why is it important to get this right?
It was very practical and helpful. I have used the techniques when dealing with staff.
... 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. 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. Many organisations have a formal conflict management system in place and encourage 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 issues such as retaliation, loss of relationships or other consequences.
Conversations between coach and client are a one to one process so you can increase confidence to manage you interpersonal conflict or dispute. It is a future oriented and voluntary process that focuses on the client’s conflict management goals. Conflict coaching is not counselling or therapy. The coach will not provide advice or act as your agent or representative. Usually there will be several sessions, the first used to reach agreement about the boundaries of coaching and the client. The coach offers to be available face to face or by phone and can agree to meet with you privately away from the workplace.
• 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.
• My marriage is falling apart and I’m afraid leaving will affect my children.
• I’m feeling bullied by the others. There is so much gossip where I work.
• 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 organisation valuable insight into the issues facing staff so they can address systemic problems (via anonymous reporting with consent).
• Professional Conflict Coaching.
On-going, unmanaged conflict in an organisation erodes positive culture. Increasingly toxic environments reduce productivity. Nobody wins with the vicious cycle of conflict. Our job is to guide individuals, groups and organisations as they evaluate their options and make strategic decisions that help manage conflict. We are an independent practice, so you can count on us for impartiality, neutrality and confidentiality. From diagnosing unmanaged conflict to designing and implementing strategies for successful communication, we offer truly comprehensive services. We are equipped with tools and techniques to handle disputes of any size or complexity and help resolve a broad range of conflicts within your organisation.
Workplace facilitation services for medium to large business equip employers with a listening post for issues in the workforce. Improved staff engagement enhances conflict competence and strengthens organisational culture. By offering conflict coaching, staff will learn to deal with problems effectively and provide safe way of surfacing issues without fear of retaliation or risk of bullying.
Our practitioners offer face to face and telephone conference meetings with two or more people who are working to resolve a conflict. Mediation and conciliation is private and the outcomes are more often more satisfactory to the parties than litigation settlements. We will not impose any decisions on either party as you work toward resolution.
Conflicts are hard. Let us help you get started on resolving any conflict in your life. Mediate2Go have online tools for your ultimate convenience including our free self-resolution portal - click here to go to the online self resolution tool. Don't worry if you get stuck, we are here as your safety net to coach you to manage your conflict or provide help to resolve a dispute.
