Conflict Coaching : Conflict Management Strategies and Skills for the Individual
by Tricia S. JonesEdition: CD
Format: Paperback
Pub. Date: 2007-12-17
Publisher(s): SAGE Publications, Inc
Other versions by this Author
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Summary
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. Â
Table of Contents
| Introduction | p. xv |
| Introducing Conflict Coaching | |
| Conflict Coaching: Conflict Management Strategies and Skills for the Individual | p. 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 | |
| Conclusion | |
| The Comprehensive Conflict Coaching Model | p. 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 | |
| Conclusion | |
| Conducting Conflict Coaching | |
| Stage One: Discovering the Story | p. 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 | p. 65 |
| Identity in Relation to Emotion and Power | |
| 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 | p. 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 | p. 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 | p. 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 | p. 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 | |
| Confrontation | |
| Confirmation | |
| Comprehension | |
| 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 | p. 187 |
| A Conflict Styles Framework | |
| Avoiding | |
| Accommodating | |
| Competing | |
| Compromising | |
| Collaborating | |
| 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 | p. 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 | p. 229 |
| Organizational Dispute Systems | |
| The Role of Conflict Coaching in Leveraging Dispute Systems | |
| Investigation | |
| Explanation | |
| Preparation | |
| 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 | p. 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 | p. 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 | p. 283 |
| A Research Agenda | |
| Training and Delivery Mechanisms | |
| Policy/Implementation Agenda | |
| Conclusion | |
| References | p. 295 |
| Index | p. 307 |
| About the Authors | p. 321 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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