Conflict Coaching

Tricia S. Jones (Ph.D., The Ohio State University; M.S., Purdue University; B.S., University of Wiscon­sin-Oshkosh) has been a conflict scholar, practitioner, and consultant for 25 years. She has written, edited, or co-edited 5 books, published more than 50 articles or book chapters, presented more than 100 presentations at national or international conferences, and received more than $2.1 million in grant fund­ing for her research in the area of conflict processes. She is currently editor of Conflict Resolution Quarterly and serves as a guest reviewer for other conflict management journals. Dr. Jones brings con­siderable knowledge of conflict theory and research that can be applied to conflict coaching. In addition, she has been an active conflict management trainer for a variety of Fortune 100 and national non-profit organization for the past 20 years. In recognition of her emphasis of theory and practice integration, she received the Jeffrey Z. Rubin Theory to Practice Award in conflict management from the International As­sociation for Conflict Management in 2005. (She is also a co-author of a forthcoming introductory inter­personal communication textbook to be published by Houghton Mifflin.)Ross Brinkert (Ph.D. & M.A., Temple University; B.A., Concordia University) is experienced as a coach in wide variety of settings, including Fortune 100 organizations. He has three years of experience co-leading a large campus conflict resolution program (with the first known use of institutionalized conflict coaching in the United States) and has more than 10 years of experience as an organizational develop­ment professional with a specialization in conflict resolution.  Courses he teaches at Penn State Abington include those in public relations/corporate communication, organizational communication, conflict resolu­tion and negotiation, and public speaking.

• I. Introducing Conflict Coaching1. Conflict Coaching: Conflict Management Strategies and Skills for the IndividualA General Definition of Conflict CoachingSources of Development: An Overview of “Conflict” and “Coaching” inLikely Drivers of Continued Development for Conflict CoachingConflict Coaching PrinciplesMajor Reasons for the Conflict Resolution Field to Develop Conflict Coaching2. The Comprehensive Conflict Coaching ModelAn Overview of Coaching ModelsThe Comprehensive Conflict Coaching (CCC) ModelII. Conducting Conflict Coaching3. Stage One – Discovering the StoryNarrative TheoryNarrative Theory Applied to Conflict ManagementDiscovering the StoryGeneral Principles for Discovering the StorySpecific Approaches for Discovering the Story4. Stage Two – The Identity PerspectiveIdentity in Relation to Emotion and PowerOverview of Research and Theory on IdentityA Model of Identity in Interpersonal Conflict in the Workplace‘Facework’ as the Primary Means of Managing IdentityGeneral Principles for Identity Work with Conflict Coaching ClientsSpecific Approaches for Identity Work with Conflict Coaching Clients5. The Emotion PerspectiveIntroduction to EmotionTheories of EmotionEmotional CompetenceGeneral Principles for Emotion Work with Conflict Coaching ClientsSpecific Approaches for Emotion Work with Conflict Coaching Clients6. Stage Two – The Power PerspectivePower in Relation to Identity and EmotionOverview of Research and Theory on PowerSources of Client Power in ConflictPower Patterns in Conflict InteractionPower Strategies and TacticsPower and CultureWorking with Clients Who Feel and/or Act DisempoweredGeneral Principles for Power Work with Conflict Coaching ClientsSpecific Approaches for Power Work with Conflict Coaching Clients7. Stage Three – Crafting the “Best” StoryRelevant Change TheoriesThe Link to Narrative TheoryGeneral Principles for Crafting the “Best” StorySpecific Approaches for Crafting the “Best” Story8. Stage Four – Communication Skills: Confrontation, Confirmation and ComprehensionCulture and Communication SkillsKey Conflict Communication SkillsGeneral Principles for Communication Skills Work with Conflict Coaching ClientsGeneral Approaches for Communication Skills Work with Conflict Coaching ClientsSpecific Approaches for Confrontation, Confirmation and Comprehension Work with Conflict Coaching Clients9. Stage Four – The Conflict Styles OpportunityA Conflict Styles FrameworkFocusing on the Me, You and We of Conflict StylesConflict Styles and CultureGeneral Principles for Conflict Styles Work with Conflict Coaching ClientsSpecific Approaches to Conflict Styles Work with Conflict Coaching Clients10. Stage Four – The Negotiation OpportunityBasics of NegotiationTwo Major Approaches to Negotiation11. Stage Four – Coordinating Coaching with Other Conflict ProcessesOrganizational Dispute SystemsThe Role of Conflict Coaching in Leveraging Dispute SystemsGeneral Principles for Coordinating Conflict Coaching with Other Conflict ProcessesSpecific Approaches for Coordinating Conflict Coaching with Other Conflict Processes12. Learning Assessment in Conflict Coaching: The Parallel ProcessLearning Assessment: Did the Conflict Coaching Work?General Principles for Learning AssessmentSpecific Approaches to Learning AssessmentIII. Integrating Conflict Coaching Into Your Practice13. Needs Assessment and Program Evaluation for Conflict CoachingNeeds Assessment: Will Conflict Coaching Meet “My” Needs?Program Evaluation: Is Conflict Coaching Working for “You?”Using Needs Assessment and Program Evaluation to Market a Conflict Coaching Practice14. The Future of Conflict CoachingA Research AgendaTraining and Delivery MechanismsPolicy/Implementation Agenda

"In Conflict Coaching, Tricia S. Jones and Ross Brinkert have made a timely contribution to the advancement of the field of conflict analysis and dispute resolution. They simultaneously present a clear vision of the role of a conflict coach as well as a persuasive argument for a new and expanded mind set on who it is we say we are and what it is we say we do. The book makes credible arguments about the need for the conflict coach and then clearly blows open a much needed area of practice that has been unnecessarily restrained by outdated and untestable notions. The authors accomplish this by combining first rate scholarship with an easy to read guide on the practice of conflict coaching to create an evolutionary path within the field. From this book expect to see a flurry of other scholars and practitioners follow their lead in both print and practice."—Brian Polkinghorn, Ph.D.Distinguished Professor and DirectorConflict Analysis and Dispute Resolution Wilson Elkins Professor, University System of MarylandExecutive Director, Center for Conflict Resolution, Salisbury University