Conflict Management Coaching

The CINERGYTM ModelJEANETTE KINAHANT 0418 554 129E jeanette@workhealthsystems.com.auJULY 19 2016

The CINERGYTM Model? Created in the late 1990’s by Canadian ADR specialist Cinnie Nobel

Definition:

One-on-one process in which a trained coach helps people gain increased competence and confidence to manage and engage in interpersonal conflicts and disputes

The Three Pillars 1. Coaching

A results-orientated process that helps clients work through any challenges to achieving change, including their self-limiting beliefs

2. Alternate Dispute Resolution

Specifically, the technique of mediation. A process assisted by an impartial facilitator (mediator)

3. Neuroscience

Concentrated attention and intention facilitates new thinking

‘Toward’ goals inspire forward movement

Gaining insights and self awareness

Mindful awareness improves capacity to regulate emotions, enhance thinking and reduce negativity

Positive reappraisal facilitates a change in perspective

CINERGY? C 1. Clarify the goal

I 2. Inquire about the situation

N 3. Name the elements

E 4. Explore choices / options

R 5. Reconstruct the situation

G 6. Ground the challenges

Y 7. Yes, the commitment

General themes - client goals in coaching

To explore what, if anything, to do about a dispute that has occurred

To consider the most appropriate strategies and approaches in managing a conflict that is currently in progress

To prepare for a one-on-one interaction i.e. performance review, disciplinary conversation or other situation that is expected to be challenging

To consider how to approach a situation that could escalate into an unnecessary argument

To prepare for presenting a topic to a group that is likely to engender adverse reactions

To talk out thoughts and feelings about a fractious situation

To examine the choices and solutions that may be feasible for resolving issues that are in dispute

To prepare for mediation or another process such as negotiation, arbitration, restorative justice, collaborative law or group facilitation

Resolution Institute – CINERGY Model Training

Coaches

• Introductory 4 day CINERGY workshop

And then (optional):

• Skill refresher 2 days

• Advanced (coming soon)

Workplace – The leader as workplace coach: - in house training

• 2 day workshop limited to 15 participants to ensure individual attention and focused learning.

• Assists managers, team leaders, supervisors, project managers and those who hold other leadership positions to more effectively manage conflict and apply a coaching approach in their workplace.

Resolution Institute - Accreditation

Completion introductory workshop (at least 28 hours)

Completion of the whole model with at least 4 different clients

Completion of a one hour long conflict management coaching session that is video or audio recorded and from which you as Coach are assessed as “competent” against the CINERGY™ conflict management coaching model and competencies. Fee of A$350 to be assessed.

Evidence of good character

Agreement to comply with the Model standards of ethical conduct for conflict management coaches and any relevant legislation or requirements for particular schemes

Professional indemnity insurance (or insurance cover provided through employer or statutory scheme), evidence of which is provided to Resolution Institute

Practitioner membership of Resolution Institute

In practice - referrals

Initiated by client – endorsed by organisation◦ Self development – professional skill improvement / acquisition

Referred by organisation – voluntary or ‘voluntold’◦ Individual post incident(s), complaint (workplace behaviour / interactions), conflict – complainant and / or

perpetrator◦ Supervisor, Manager following incident(s) /interactions within team◦ Support transition from team member to supervisor

Recommended (by me) before / during / following other processes & endorsed by organisation◦ mediation, facilitated conversations, other workplace support services

In practice - coachingStep 1: Brief from organisation (sponsor)

Background to referral

Discussion re: expectations regarding coaching, reporting etc…

Step 2: Initial conversation with client

Outline process, relationships, commitments (4-6 sessions, initial approx. 1.5 hrs. and then 1 hr.), reporting

Hear initial ‘story’ in brief

Determine need for using assessment tools pre-coaching (CINERGY website)

Logistics – where (workplace, neutral, other), when, how (in person, via telephone, via skype / zoom)

Step 3: Coaching

In practice - coaching Case Study 1:

Experienced Team Leader – conflicted and difficult performance conversations repeatedly with one team member. Team Leader (TL) feeling ‘bullied’, ‘stressed’ and ‘defeated’, feeling ‘anxious when anticipating interactions’, wanted to withdraw from TL role. The team member concerned was highly emotional and complained about ‘being bullied’ by the TL.

Client’s coaching goals: over 5 coaching sessions

being able to recognise and manage her own behaviour when triggered during conversations with heightened emotions,

to deflect the impact of hostility and

to develop skill in conveying performance information in neutral language

In practice - coaching Feedback on coaching conclusion:

‘I never thought I would be able to change the way T interacted with me. I thought I had to get T to change and if I couldn’t I was a failure. I now know that if I change how I interact this will change the dynamics. I am now more confident in speaking with everyone about performance matters – I am having more conversations with everyone. T is still emotional but I am supporting her to better manage her behaviour in the workplace and no one is feeling bullied’

In practice - coaching Case Study 2

Female team member repeatedly involved with ‘tense’ conversations and strained interactions with a particular male colleague – relationship becoming problematic within the team. Male colleague becoming frustrated with efforts to understand what might be issues and concerns. Supervisor ‘at a loss’ to improve the situation. The female team member would not ‘open up’ to HR and a neutral coach was engaged.

Client’s coaching goals: over 4 coaching sessions

to understand the interactions that occur - and why with this particular colleague

to be able to recognise and manage her behaviour when triggered during conversations and interactions

to develop strategies to improve the interactions

to develop a means of explaining her behaviour to her colleague

In practice - coaching Feedback on coaching conclusion:

This client identified that her triggers were deep seated and long standing relating to unresolved abusive and traumatic childhood experiences with her father. Her colleague had characteristics (voice, tone, mannerisms) that she identified (through reflection during coaching) were similar to those of her father. The realisation of this (after feeling this was over a long time ago) and the intensity of the feelings that remained) came as a shock – prompting engagement with therapeutic counselling.

The client came to understand that she had been actively avoiding developing a collegiate relationship with her colleague (acknowledging his positive intentions toward her).

Through coaching the client worked toward developing strategies to manage her triggers with her colleague – and to have a conversation acknowledging past difficulties without revealing her private information.