Coaching plays an important role in the workplace. Effective leaders should employ coaching to handle a variety of conflicts that may appear in the workplace. There are numerous strategies which can be used. Some of these strategies are expecting the best, taking into account gender differences, using a holistic approach, and making use of proper feedback.
One of the most effective strategies to address a conflict in the workplace is expecting the best (Kouzes & Posner, 2012). It is crucial to take into account all the details and hear both sides. More so, the coach should make the parties believe they can solve the issue and handle the situation.
A real-life example can illustrate the effectiveness of this approach. Two employees are assigned to work on a project. However, at one point, they come up with different approaches. Effective cooperation stops as each employee wants to use his approach.
The effective leader should discuss the issue with the two employees and make them believe they can handle the situation and decide which approach is more efficient. At the end of the discussion, the employees are ready to develop a new approach (which is a combination of their initial ideas) as they see the flaws of each approach and are inspired to carry out the project assigned effectively.
Apart from expecting the best, it is also vital to take into account gender differences as the contemporary workplace is highly diverse. Helgesen (2012) notes that coaching men and women are somewhat different, as these two groups tend to use different approaches when cooperating with others. Females tend to blur the difference between friendly and business relationship, while men focus on guiding.
A man and a female are assigned to complete a task as they have the necessary competencies to do it. However, cooperation is ineffective. The coach talks with the two employees separately and defines the reasons for reluctance to cooperate. After these private sessions, the coach discusses the problem with both employees. The coach makes the employees reveal their expectations and their approaches to cooperation. At the end of the discussion, the employees are capable of developing new strategies to cooperate.
Another effective approach to addressing conflicts is the use of the holistic approach. Thus, Cavanagh (2006) states that coaching should encompass openness, transformation, and entropy. It is possible to consider a real-life example. There is a lasting conflict between a senior manager and his subordinate. The subordinate is reluctant to complete tasks assigned and does not perform efficiently. The coach does not accuse the subordinate of being ineffective and the manger of being a bad leader.
Instead, the coach implements a series of discussions with the two employees. The coach tries to be empathetic but still objective; he is open to the employees’ standpoints. It turns out that the senior does not encourage the subordinate and often reveals dissatisfaction with the way the work is done (even if it is done properly). The coach continues working with the senior and tries to teach the latter to be more encouraging and positive.
Finally, operating feedback properly is another way to address a conflict. Cavanagh (2006) notes that feedback should be used properly. Thus, a manager fails to provide his feedback to the employee who sees this as certain dissatisfaction. The role of the coach is to explain the importance of giving feedback to employees. Jones and Brinkert (2008) also stress that feedback is an important component of any cooperation.
On balance, it is possible to note that coaching can help develop proper relationships in the workplace. There are numerous effecti9ve strategies coaches can and should use to help people in various settings.
Reference List
Cavanagh, M. (2006). Coaching from a systemic perspective: A complex adaptive conversation. In D.R. Stober & A.M. Grant (Eds.), Evidence based coaching handbook: Putting best practices to work for your clients (pp. -112). Hoboken, NJ: John Wiley & Sons.
Helgesen, S. (2012). Awareness coaching for men and women. In M. Goldsmith & L.S. Lyons (Eds.), Coaching for leadership (pp. 113-123). San Francisco, CA: Wiley Publications.
Jones, T.S., & Brinkert, R. (2008). Conflict coaching. Thousand Oaks, CA: SAGE Publications, Inc.
Kouzes, J.M., & Posner, B.Z. (2012). Coaching from a systemic perspective: A complex adaptive conversation. In M. Goldsmith & L.S. Lyons (Eds.), Coaching for leadership (pp. 102-112). San Francisco, CA: Wiley Publications.