|
Coaching others to use Managerial Mediation and Self
Mediation is a relatively simple and intuitive four-step process.
Effective Coaches are skilled in the process of coaching AND they are
skilled in workplace mediation. "Coachees" are people who are assisted
by Coaches in applying workplace mediation to conflict situations that
they encounter in their organizational roles as managers, support
staff, or non-supervisory employees. Generally, coachees have not
participated in the Manager-as-Mediator Seminar or the
Self-as-Mediator Seminar. However, coaching is also beneficial for
persons who have attended the training but who may need help in
putting their new skills into practice.
Coaches typically function in either of two roles. 1. An Internal
Coach is an employee of an organization whose duties either formally
or informally include counseling and advising others in performing job
functions.
2. An External Coach is a consultant whose services are requested by
someone with the authority to do so within a client organization. In
either role, the Coach´s services are legitimized by the organization
and/or the individual who requests coaching. Legitimate coaching
occurs when both the Coach and the coachee understand the nature of
the services to be rendered, concur upon its goals, and mutually agree
to engage in a coaching relationship.
The primary sourcebook for Coaches is "Conflict Resolution"
(McGraw-Hill, 2001) by Dan Dana, which summarizes Managerial Mediation
and Self Mediation and illustrates examples of situations typical of
those often found in today´s organizations. The secondary sourcebook
is "Managing Differences" (MTI Publications, 1998, second edition),
also by Dan Dana, which gives greater detail of Self Mediation, and
also provides behavioral science support for this approach to
resolving workplace conflict. View these resources at http://www.mediationworks.com/mti/public.htm
Coaching is performed as a four-phase "APIE" formula: 1. Assess:
Understand the conflict situation
2. Plan: Prepare to use a mediation tool to resolve the conflict
3. Implement: Carry out the plan
4. Evaluate: Identify outcomes and follow-up
A similar formula, also called APIE, is used by health care providers:
Assess, Plan, Intervene, Evaluate.
Phase 1: Assess
First, the Coach and the coachee examine the workplace conflict
situation and consider several factors affecting how it may be
resolved. Some questions that may be discussed are: 1. How has the
coaching process been legitimized?
2. Who are the parties?
3. What are the parties´ capabilities, strengths, and weaknesses?
4. Can the parties be trusted to avoid violations of the Cardinal
Rules* of workplace mediation? If not, how may these requirements be
assured?
5. What is the business problem* caused by the conflict?
6. What is the issue* in dispute by the parties?
7. How can the issue be stated to ensure that it is unbiased,
objective, specific, resolvable, and concise (the criteria* for a
clear issue statement)?
8. The structure* of the conflict:
- Degree of interdependency between the parties
- The number of parties
- Whether the parties represent constituencies
- Degree of representative authority
- Degree of critical urgency
- What communication channels are available for dialogue
9. What is the coachee´s level of knowledge and skill regarding
conflict management?
10. What are the coachee´s attitudes and values about conflict?
11. What are the coachee´s past experiences with conflict, both
positive and negative, that may impact the success of the
intervention?
12. What is the coachee´s behavioral style regarding conflict, if
known (re MBTI, Thomas-Kilmann, or other assessments of style)?
13. What are the parties´ behavioral styles regarding conflict, if
known?
14. What is the culture of the coachee´s organization with regard to
prevailing attitudes, values, and behavior associated with conflict?
15. What are the organization´s HR/ER practices and procedures
regarding dispute resolution, such as its grievance system?
16. Are management/labor or unionization issues related to the
conflict situation?
17. Does the coachee understand that workplace mediation is a
"business meeting to solve a business problem"*, and is neither a
professional nor personal service to the parties?
18. Is adequate time* available to undertake a resolution dialogue?
19. What potential complications might arise?
20. Are substance addiction or mental health issues involved?
21. What are desired and realistic outcomes?
The amount of time needed to complete this phase depends upon several
factors, including rapport between Coach and coachee, assessment of
the structure of the conflict, and available resources. Enough time
must be allotted to achieve mutual satisfaction that the conflict
situation is adequately understood.
This discussion between Coach and coachee should produce a clear
understanding of whether Managerial Mediation and/or Self Mediation
may be applied to this particular conflict in this particular
workplace.
Phase 2: Plan
The Coach helps the coachee prepare to perform the mediation tool that
suits the situation. Planning may occur in the same conversation as
the assessment.
Steps of Managerial Mediation*:
1. Decide to use Managerial Mediation. (This decision may have already
been made during the preceding assessment.)
2. Hold a preliminary meeting with each party.
3. Plan the context for a three-way meeting.
4. Hold the three-way meeting. (This meeting usually concludes with an
agreement and a plan for follow-up.)
5. Hold follow-up meeting(s).
Steps of Self Mediation*:
1. Find a time to talk with the other party.
2. Plan the context for a dialogue.
3. Talk it out
4. Make a deal
The Coach´s detailed knowledge of Managerial Mediation and Self
Mediation ensures that the coachee produces a specific plan of action
for resolving the conflict.
Phase 3: Implement
Coaching continues through the coachee´s implementation of the action
plan. The Coach should be readily accessible for discussion with the
coachee following each step of the selected workplace mediation tool
to address any concerns about what has occurred so far and what to do
next. The Coach may seize "teachable moments" during implementation to
help the coachee to gain an understanding of the underlying dynamics
of conflict resolution in accordance with the maxim, "Give people fish
and they will eat today . . . teach people to fish and they will eat
forever."
Phase 4: Evaluate
Once the coachee has completed implementing Managerial Mediation or
Self Mediation, the opportunity arises for learning, growth, and
professional development. The Coach may pose questions to the coachee
such as:
1. How satisfied are you with the outcomes?
2. What do you think needs to be done next to maintain and ensure a
positive outcome (if results were favorable)?
3. What do you think needs to be done next to improve outcomes (if
results were not satisfactory)?
4. If you were to do this again, what would you do differently?
5. Name the specific action that you think you did most effectively.
6. Name the specific action that you think you did least effectively.
7. What insights have you gained about conflict and its resolution
that you find valuable?
The Coach´s objectives are to maintain momentum, capture learnings,
and ensure pursuit of positive outcomes.
Coaches reinforce successes. They point out accomplishments that may
otherwise go unnoticed by gently supporting observed deficiencies.
Using techniques like active listening and open-ended questions, the
Coach can direct the conversation without creating undue defensiveness
or discomfort in the coachee.
Occasionally, the Coach must help the coachee redefine the scope of
the intervention. This may occur when success appears in jeopardy or
new information has surfaced.
Coaching may continue until the coachee demonstrates competency and
confidence, and is able to achieve reliably positive results in using
workplace mediation tools. Or, the coachee may determine that
comfortable closure has been reached and that coaching may be
suspended until a future conflict arises that calls for the Coach´s
assistance. With each new conflict situation, the Coach repeats the
same four-phase APIE formula: Assess, Plan, Implement, Evaluate.
Encouraging the coachee to continually re-apply this process is a key
to long-term learning and to increased effectiveness and productivity
of the coachee´s organization.
|
