Recent research shows that between 25-85% of conlfict disputants referred to mediation choose not to participate (i.e., they resist wanting to meet face-to-face). In the field of conflict resolution, conflict coaching is the only process that has emerged which allows resolution methods to work on a one-on-one basis. Conflict Coaching: Conflict Resolution 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 get custom solutions for handling important interpersonal communication. Rooted in research and theory, the text is organized into three sections, Introducing Conflict Coaching, Conducting Conflict Coaching, and Integrating Conflict Coaching, and offers a practical model for coaching. It is a useful volume for students and practicioners in a range of academic disciplines including communication, business, education, law, psychology, sociology, and social work. Introduction xv SECTION 1: INTRODUCING CONFLICT COACHING Chapter 1. Conflict Coaching: Conflict Management Strategies and Skills for the Individual 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 Chapter 2. The Comprehensive Conflict Coaching Model 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 SECTION 2: CONDUCTING CONFLICT COACHING Chapter 3. Stage One: Discovering the Story 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 Chapter 4. Stage Two: The Identity Perspective 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 Facework Category #1: Avoiding or Lessening the Importance of Potentially Threatening Behaviors When Identity Issues Are Not Currently Prominent and Problematic Facework Category #2: Decreasing Responsibility for Behavior Facework Category #3: Taking Personal Responsibility for Behavior Facework Category #4: 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 Chapter 5. Stage Two: The Emotion Perspective 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 Tenet #1: Emotional Competence Requires Emotional Awareness Tenet #2: Emotional Perspective Taking Is the Root of Empathy Tenet #3: Emotional Competence Requires Cultural Sensitivity Tenet #4: Emotional Competence Requires Strategic Expression General Principles for Emotion Work With Conflict Coaching Clients Specific Approaches for Emotion Work With Conflict Coaching Clients Chapter 6. Stage Two: The Power Perspective 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 Chapter 7. Stage Three: Crafting the Best Story 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 Chapter 8. Stage Four: Communication Skills: Confrontation, Confirmation, and Comprehension 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 Chapter 9. Stage Four: The Conflict Styles Opportunity 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 Chapter 10. Stage Four: The Negotiation Opportunity 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 Chapter 11. Stage Four: Coordinating Coaching With Other Conflict Processes 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 Chapter 12. The Parallel Process: Learning Assessment in Conflict Coaching 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 SECTION 3: INTEGRATING CONFLICT COACHING INTO YOUR PRACTICE Chapter 13. Needs Assessment and Program Evaluation for Conflict Coaching 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 Chapter 14. The Future of Conflict Coaching 283 A Research Agenda Training and Delivery Mechanisms Policy/Implementation Agenda Conclusion References 295 Index 307 About the Authors 321