Mediated Values and Conflict Coaching as Conflict Resolution Processes

Introduction

Conflict coaching and Mediation are related to both the dispute resolution which helps in assisting several people regarding conflict specially at work place. Both processes are characterized by different factors through determining either of them would be appropriate resolution process to fix workplace people’s conflicts. Alternative Dispute Resolution (ADR) providing different method to resolve different conflicts.

Mediation needs the both opposing teams to be co-operative towards each other to resolve conflict whereas conflict coaching is a one-to-one people conflict resolution approach which involves only one from the team along with the coach. Conflict coaching could be used when compared to other Alternative Dispute Resolution (ADR) processes. Mediation and conflict coaching both has lot of differences with respect to determining which of the both way could help the more appropriate way in a given conflict scenario (Noble, 2006). In this paper, I would explain in detail about both the processes, how they differentiate each other, which is the best process to use in what kind of scenarios, what would be the suggestions for future.

Mediation Process

Mediation is different from conflict coaching. The main advantages with mediation at workplace to all the conflict teams is that mostly the scenarios would be at same level as the conflicts that are resolved using mediation would be the teams which have discussions for the same initiatives, organization changes, questions and answers expressed, everyone in both teams get a valid and possible chance to speak their points for getting considered as a team at organization (Hermann, 2012). One of the main drawbacks of mediation would be imbalance of power because when both teams from same level of organization level is involved, only one of the decision is considered.

Most likely, one of the team as to go with proposal of the other team and there needs a chance of rise in more misunderstanding irrespective their interest to involve and go with the other team solution. For example, mediation is often a poor choice for women in abusive Journal of Conflict Management 2018 Volume 6, Number 1 2 relationships, because qualitative evidence points to a lack of self-defense in a mediation situation because of the lack of power the abused feels, even in an environment when they are given the opportunity to represent their needs under the supervision of a mediator (Vestal, 2007).

Due to power imbalances issues, organization must always needs to understand whether to follow this process or any other dispute processes. One other advantage of Mediation would be, it has a custom balance of emotions from different teams at organizational level and it is always recommended at emotional situations at organizational higher risk situations. Due to this advantage, there are lot of chances to reduce misunderstanding where everyone get a chance to speak out their opinions in general, explain their reasonings, in turn this helps to eliminate personal concerns and thereby solving lot of issues and conflicts.

(Wilmot & Hocker, 2011). McKenzie (2012) writes that mediation has increased in popularity in several facets of the workforce because of its ability to meet the needs of emotionally charged situations: “considered to be effective in disputes involving strong emotions, mediation is increasingly popular to resolve discrimination and harassment complaints.” Additionally, McKenzie (2012) found in a study centered on psychological injury claims that an organization’s mediation success revolves around having a concrete system in place that is implemented business-wide; there must be a broad commitment to creating a system and that is supported by all involved: “The process of mediation has the potential to be an effective method of resolving psychological injury claims due to workplace relationship breakdown, especially when supported by organizational commitment to Alternative Dispute Resolution strategies, policies and processes, and conducted by independent, skilled mediators. However, since there is a lack of literature on mediation in the occupational rehabilitation and return to work contexts, it is recommended that further research be undertaken.”

Conflict Coaching

Conflict Coaching is quite opposite of mediation process. This process doesn’t involve much in regard to emotions rather is concern about one on one relations, process-driven conflicts which requires higher level decisions on to decide which best suits their process in improving the business or organization. “Conflict coaching involves a coach working with a client to improve the client’s conflict understanding, interaction strategies, and/or interactions skills” (Brinkert, 2011).

Conflict coaching is something everyone do get a chance to speak and this maintains confidentiality between coachee and the person to maintain a standard balance among workplace conflicts and better understand the conflict scenarios at organizational level because mostly managers are higher level management at most organizations. Most of the conflicts could be solved and handled by them in general.

Additionally, there is a branch of conflict coaching called executive conflict coaching, which serves as a form of professional development in a one-on-one setting for organizational management (Jones & Brinkert, 2008). Conflict coaching centers around the growth of an individual within a business structure, so that they may better identify conflict styles, strategize conflict managing solutions, engage in negotiations, and confidently manage conflict outcomes through the support of a conflict coach (Grant & Stober, 2006).

The main benefit of conflict coaching would be managers have a chance to learn from the coachee best solution techniques and get trained themselves to apply in his/her teams for betterment and organizational balance. In a study of the benefits of conflict coaching within a hospital setting, Brinkert (2011) found that there was strong evidence to support the success of conflict management in process-based conflicts: “Benefits included supervisor conflict coaching competency and enhanced conflict communication competency for nurse managers and supervisees facing specific conflict situations. Challenges included the management of programme tensions.” However, the shortcoming of conflict coaching is that it does not always succeed in the more emotional aspects, as Brinkert (2011) found with ongoing tensions in the nursing leadership study, particularly in the more difficult areas that nurses often face such as mortality and morbidity (Brinkert p. 84).

Conflict coaching does strive, however, to follow a pattern that allows them to get the root of a given conflict, such as the Comprehensive Conflict Coaching Model, or CCC Model. The CCC Model’s design focuses on uncovering and examining the narrative, and emphasizes improving communication (Jones & Brinkert, 2008). In fact, Brinkert (2011) noted the importance of the CCC Model within the nursing study and wrote about the impact of uncovering the story because it allowed the nurse managers to better identify and handle conflict within the hospital. The nurse managers participated in 12 hours of conflict coaching followed by follow-up sessions and found success with handling conflict both during and after receiving coaching compared to before the coaching sessions: “Many attributed their success to the use of one or more effective strategies and skills such as demonstrating respect, listening effectively and knowing when to engage. It was not uncommon for nurse managers to express reasonable comfort and success in dealing with conflict but to also note that there were certainly aspects of conflict that were outside of their control” (Brinkert, p. 85).

Mediation vs Conflict Coaching

In terms of both Mediation and Conflict coaching, both have good motives for development of balances in all the conflict scenarios between teams at organizational level to create a positive environment thereby resolving conflicts, creating balance in emotions, confidentiality, training managers to learn to solve the disputes or conflicts at managerial level in future. Both the methods need to be discussed at higher level organizations to better pick a proper tool to solve their issues with higher benefits. Implementing both the solutions would never be recommended though because each has different advantages and disadvantages as mentioned above. “Conflict coaching may be used to help parties in preparing for mediation or a rights-based process” (Herrmann, p. 45). Mediation mainly focuses on working individuals trying to create a solution, but conflict coaching will work with one-on-one discussion and focusing on business benefits rather than personal benefits

Conclusion

According to the above paper, this paper is mainly concentrated on both mediation and conflict coaching. Analyzed the conflict coaching and mediation process both advantages and disadvantage. I would recommend conflict coaching over mediation because when it comes to organization level changes emotions are important but not more than business improvements. Creating good environments and making positive organizational level changes would benefit everyone at organization level.

Mediation is only limited to same level organizational changes creating emotional balance among team members to provide and create one of the team’s solutions to play a vital role. To resolve any kind off conflicts, its organization which has to imagine and decide which would be the best solution to go ahead with respect to conflict scenarios and the objectives to resolve conflicts. It is always important to make sure any solution is satisfied by both the teams to achieve positive environment in the organization space.

References

1. Noble C, “Conflict Coaching – When it Works and When it Doesn’t” (2006) Mediate.com, http://www.mediate.com/articles/ nobleC8.cfm viewed 15 April 2011.
2. Brinkert R, “Conflict Coaching: Advancing the Conflict Resolution Field by Developing an Individualistic Disputant Process” (2006) 23(4) Conflict Resolution Quarterly 517 at 517.
3. Wilmot & Hocker, (2011), McKenzie (2012) Guest editorial workplace conflict strategies: conflict coaching versus mediation. Journal of Conflict Management
4. Brinkert, R. (2011). Conflict coaching training for nurse managers: a case study of a two-hospital health system. Journal of Nursing Management, 19(1), 80-91.
5. Grant, A. M., & Stober, D. R. (2006). Evidence based coaching handbook: Putting best practices to work for your clients. Hoboken, N. J: Wiley
6. Vestal, A. (2007). Domestic Violence and Mediation: Concerns and Recommendations. Retrieved February 01, 2018, from https://www.mediate.com/articles/vestalA3.cfm.
7. Raines, S. (2013). Conflict management for managers: resolving workplace, client, and policy disputes. San Francisco: Jossey-Bass.