Coaching Managers Through Their Conflicts
Management Services › Vol. 49 Nbr. 4, January 2005
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Summary
There is mounting concern that unqualified and inexperienced coaches are mishandling issues of conflict. Dangerous consequences of this are that the client's development is compromised and harm is caused to individuals, teams and organizations. Conflict is the most personal and expensive problem in the workplace. Conflict transformation is a growing field that generates self-awareness as well as raising skill levels, is truly empowering and the perfect compliment to a coaching approach. General results at the end of coaching programs are increased happiness, higher motivation and satisfaction, a new assuredness in quality decision-making and an enhanced ability to motivate colleagues and deal usefully with all manner of conflicts that were previously incapacitating. In conflict terms, fear is the chief immobilizer. It creates stuckness, it breeds inertia and enforces the status quo and fuels conflicts. Affect/effect approach is synergistic and cooperative rather than exploitative. This management style encourages the taking of responsibility and rekindles pride in work and the organization.
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Coaching Managers Through Their Conflicts
There is mounting concern that unqualified and inexperienced coaches are mishandling issues of conflict. Dangerous consequences of this are that the client's development is compromised and harm is caused to individuals, teams and organisations. The damage caused can last long after the coaching has ended and may prove costly to correct, if it can be corrected at all. These concerns are echoed in several studies including the Harvard Business Review (June...
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