Conflict Coaching: Conflict Management Strategies and Skills for the Individual / Edition 1

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Conflict Coaching: Conflict Management Strategies and Skills for the Individual defines this growing area of conflict resolution and distinguishes conflict coaching as a stand-alone resolution technique. In a service society where human relationships are central to our professional as well as personal lives, individuals value one-on-one attention to obtain custom solutions for handling important interpersonal communication. The CD-ROM accompanying the book provides numerous resources for instructors, coaches, and other interested readers.
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Editorial Reviews

Brian Polkinghorn

"In Conflict Coaching, Tricia S. Jones and Ross Brinkert have made a timely contribution to the advancement of the field of conflict analysis and dispute resolution. They simultaneously present a clear vision of the role of a conflict coach as well as a persuasive argument for a new and expanded mind set on who it is we say we are and what it is we say we do. The book makes credible arguments about the need for the conflict coach and then clearly blows open a much needed area of practice that has been unnecessarily restrained by outdated and untestable notions. The authors accomplish this by combining first rate scholarship with an easy to read guide on the practice of conflict coaching to create an evolutionary path within the field. From this book expect to see a flurry of other scholars and practitioners follow their lead in both print and practice."

—Brian Polkinghorn, Ph.D.
Distinguished Professor and Director
Conflict Analysis and Dispute Resolution
Wilson Elkins Professor, University System of Maryland
Executive Director, Center for Conflict Resolution, Salisbury University

Frank P. Brennan
"Conflict Coaching is a book that should be in every corporate library and in every chief human resource officer’s desk so others can see it! Moreover, this book should be provided for every young, high-potential corporate manager and be required reading in business school executive education programs."
Drew Strayer
"Jones and Brinkert offer example case studies illustrating the subject of each chapter, scholarly research throughout, a wonderfully approachable text and a companion CD of tools that makes a perfect addition to any Ombudsperson’s library. Not only is this a terrific resource for us LTCOs, but also for Organizational Ombuds and other ADR professionals and practitioners seeking to clarify the whats and hows of empowering those we serve to better respond to the conflicts they face."
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Product Details

  • ISBN-13: 9781412950831
  • Publisher: SAGE Publications
  • Publication date: 11/27/2007
  • Edition description: With CD Rom
  • Edition number: 1
  • Pages: 344
  • Sales rank: 346,580
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.70 (d)

Meet the Author

Tricia S. Jones (Ph.D., The Ohio State University; M.S., Purdue University; B.S., University of Wiscon­sin-Oshkosh) has been a conflict scholar, practitioner, and consultant for 25 years. She has written, edited, or co-edited 5 books, published more than 50 articles or book chapters, presented more than 100 presentations at national or international conferences, and received more than $2.1 million in grant fund­ing for her research in the area of conflict processes. She is currently editor of Conflict Resolution Quarterly and serves as a guest reviewer for other conflict management journals. Dr. Jones brings con­siderable knowledge of conflict theory and research that can be applied to conflict coaching. In addition, she has been an active conflict management trainer for a variety of Fortune 100 and national non-profit organization for the past 20 years. In recognition of her emphasis of theory and practice integration, she received the Jeffrey Z. Rubin Theory to Practice Award in conflict management from the International As­sociation for Conflict Management in 2005. (She is also a co-author of a forthcoming introductory inter­personal communication textbook to be published by Houghton Mifflin.)

Ross Brinkert (Ph.D. & M.A., Temple University; B.A., Concordia University) is experienced as a coach in wide variety of settings, including Fortune 100 organizations. He has three years of experience co-leading a large campus conflict resolution program (with the first known use of institutionalized conflict coaching in the United States) and has more than 10 years of experience as an organizational develop­ment professional with a specialization in conflict resolution. Courses he teaches at Penn State Abington include those in public relations/corporate communication, organizational communication, conflict resolu­tion and negotiation, and public speaking.

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Table of Contents

Introduction     xv
Introducing Conflict Coaching
Conflict Coaching: Conflict Management Strategies and Skills for the Individual     3
A General Definition of Conflict Coaching Sources of Development: An Overview of Conflict and Coaching in the Executive Coaching and Conflict Resolution Fields
Background on Executive Coaching
Conflict and Coaching in the Executive Coaching Community
Conflict and Coaching in the Conflict Resolution Community
Likely Drivers of Continued Development for Conflict Coaching
Conflict Coaching Principles
Major Reasons for the Conflict Resolution Field to Develop Conflict Coaching
The Comprehensive Conflict Coaching Model     21
An Overview of Coaching Models
Executive Coaching Models
Previous Conflict Coaching Models
The Comprehensive Conflict Coaching (CCC) Model
Theoretical Underpinnings of the CCC Model
Stages of the CCC Model
Some Areas of Adaptability for the CCC Model
Conducting Conflict Coaching
Stage One: Discovering the Story     45
Narrative Theory
Fisher's Narrative Theory
Narrative Theory Applied to Conflict Management
Cobb's Views of Narrative in Mediation
Winslade and Monk's Narrative Mediation
Kellett and Dalton's Narrative Approach to Achieving Dialogue and Change
Discovering the Story
Initial Story
Refining the Story
Testing the Story
General Principles for Discovering the Story
Specific Approaches for Discovering the Story
Stage Two: The Identity Perspective     65
Identity in Relation to Emotion andPower
Overview of Research and Theory on Identity
Introduction to the Concept of Identity
Key Assumptions About Identity
An Identity Framework for Interpersonal Conflict in the Workplace
Facework as the Primary Means of Managing Identity
Avoiding or Lessening the Importance of Potentially Threatening Behaviors When Identity Issues Are Not Currently Prominent and Problematic
Decreasing Responsibility for Behavior
Taking Personal Responsibility for Behavior
Challenging the Other to Take Responsibility for Behavior
General Principles for Identity Work With Conflict Coaching Clients
Specific Approaches for Identity Work With Conflict Coaching Clients
Stage Two: The Emotion Perspective     91
Introduction to Emotion
Understanding Emotion
Emotion and Conflict
Theories of Emotion
Cognitive Appraisal of Emotion
The Physiological Element of Emotion
The Expressive Element of Emotion
Emotional Competence
Emotional Competence Requires Emotional Awareness
Emotional Perspective Taking Is the Root of Empathy
Emotional Competence Requires Cultural Sensitivity
Emotional Competence Requires Strategic Expression
General Principles for Emotion Work With Conflict Coaching Clients
Specific Approaches for Emotion Work With Conflict Coaching Clients
Stage Two: The Power Perspective     115
Power in Relation to Identity and Emotion
Overview of Research and Theory on Power
Key Assumptions About Power
Using Goals to Determine the Relevancy of Power
Sources of Client Power in Conflict
Power Patterns in Conflict Interaction
Power Strategies and Tactics
The Strategy of Aggression
The Strategy of Assertion
The Strategy of Integration
Power and Culture
Working With Clients Who Feel or Act Disempowered
General Principles for Power Work With Conflict Coaching Clients
Specific Approaches for Power Work With Conflict Coaching Clients
Stage Three: Crafting the "Best" Story     141
Relevant Change Theories
Appreciative Inquiry
Visioning and Appreciative Inquiry
The Link to Narrative Theory
Initial Narrative of the Future
Refining the Future Story
Testing the Future Story
The Transition to Stage Four-Skills Development
General Principles for Crafting the Best Story
Specific Approaches for Crafting the Best Story
Stage Four: Communication Skills: Confrontation, Confirmation, and Comprehension     157
Culture and Communication Skills
Cultural Frames of Reference
Culture and Nonverbal Communication
Culture and Verbal Communication
Communication Skill and Intercultural Communication
Key Conflict Communication Skills
General Principles for Communication Skills Work with Conflict Coaching Clients
General Approaches for Communication Skills Work with Conflict Coaching Clients
Specific Approaches for Confrontation, Confirmation, and Comprehension Work with Conflict Coaching Clients
Specific Approaches for Confrontation
Specific Approaches for Confirmation
Specific Approaches for Comprehension
Stage Four: The Conflict Styles Opportunity     187
A Conflict Styles Framework
Focusing on the Me, You, and We of Conflict Styles
Conflict Styles and Culture
General Principles for Conflict Styles Work With Conflict Coaching Clients
Specific Approaches for Conflict Styles Work With Conflict Coaching Clients
Stage Four: The Negotiation Opportunity     203
Assumptions About Negotiation
Two Major Approaches to Negotiation
The Bargaining Approach to Negotiation
Principled Negotiation
The Need for a Composite Approach to Negotiation
Culture and Negotiation
General Principles for Negotiation Work With Conflict Coaching Clients
Specific Approaches for Negotiation Work With Conflict Coaching Clients
Stage Four: Coordinating Coaching With Other Conflict Processes     229
Organizational Dispute Systems
The Role of Conflict Coaching in Leveraging Dispute Systems
Selection and Timing of System Access
Reflective Analysis
Future Planning
General Principles for Coordinating Conflict Coaching With Other Conflict Processes
Specific Approaches for Coordinating Conflict Coaching With Other Conflict Processes
The Parallel Process: Learning Assessment in Conflict Coaching     247
Learning Assessment: Did the Conflict Coaching Work?
Adult Learning Theory as a Guide
The Process of Learning Assessment
Learning Assessment as a Parallel Process
General Principles for Learning Assessment
Specific Approaches for Learning Assessment
Integrating Conflict Coaching into Your Practice
Needs Assessment and Program Evaluation for Conflict Coaching     267
Needs Assessment: Will Conflict Coaching Meet My Needs?
Asking Stakeholders
Assessing Resources
Program Evaluation: Is Conflict Coaching Working for You?
Why Evaluate Your Conflict Coaching Program?
Process and Outcome Evaluation
Summative and Action Research Evaluation
Types of Information to Collect
Using Needs Assessment and Program Evaluation to Market a Conflict Coaching Practice
The Future of Conflict Coaching     283
A Research Agenda
Training and Delivery Mechanisms
Policy/Implementation Agenda
References     295
Index     307
About the Authors     321
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