Defence

Results through People

Conflict coaching - a new way of resolving workplace conflict in Defence

Conflict occurs in the workplace from time to time, and when it does it can have a negative impact on good working relationships and on workplace productivity. When conflict occurs it is a challenge for everyone, including those immediately affected by it and those working alongside them. It also presents supervisors and managers with additional burdens, not only in dealing with the personal impact on members of the work group but also managing the consequential disruptive effect that it can have on the productivity of the area.

By Captain Helen Marks, CSM RAN

Managers and personnel are often able to successfully deal with conflict and resolve difficulties in their work area. However, when this is not possible management may need to use more formal administrative processes to try and restore workplace harmony. This could include performance management processes or even taking disciplinary action. Sometimes though, this action can inflame the situation and make the conflict even more difficult to resolve. And at times, if people do not feel supported by management or command, they may decide to take action themselves to redress their concerns or complaint.

The interest-based dispute resolution processes that Defence's Alternative Dispute Resolution (ADR) and Conflict Management program currently provide are mediation and workplace conferencing. In these processes an experienced dispute resolution practitioner assists the disputing parties to communicate and negotiate more effectively, and to reach resolution whenever possible.

Our experience in managing the use of ADR in Defence has shown that not everyone is willing or able to meet - with a view to discussing the situation and resolving their differences - with the person or persons with whom they are in conflict. In fact, in times of high emotion and stress a person's capacity to deal effectively with difficult interpersonal and workplace dynamics is significantly reduced.

Sometimes managers or the parties in a dispute - for whatever reason - do not want to pursue traditional complaint processes, or do not feel confident to use mediation or a workplace conference. From experience, about a third of matters referred to the Directorate of Alternative Dispute Resolution and Conflict Management (DADRCM) for consideration do not proceed down the informal dispute resolution route.

The remaining options for people in this difficult situation are self-help, management intervention or support, the lodging of a formal complaint, or just to continue to tolerate the unpleasant workplace environment and do nothing. DADRCM, however, identified an opportunity to find a solution to this situation and to investigate what else could be done in these circumstances to assist managers, command and individuals wanting to find an alternative to taking formal action or being reliant on the existing interest-based dispute resolution processes. As such, DADRCM has identified a new process called 'conflict coaching' to fill the gap.

So what is conflict coaching?

Conflict coaching is designed to give people in conflict a better understanding of their situation, and to help them to develop their own skills and the confidence to better manage difficult workplace dynamics. It is about facilitating in an individual a sense of self-determination and choice.

It is a technique, which combines the field of coaching with that of alternative dispute resolution, providing a practical and preventative approach to conflict management. It is aimed at assisting people who want to develop or improve the way they deal with conflict, and to gain insight into their own dispute resolution style and possible contribution to unproductive interactions.

It helps a person to identify and gain insight into their own interests and those of others, to work on skills to resolve conflict in constructive and conciliatory ways, to practice alternative ways to replace habitual and counterproductive behaviours, and to enable effective and satisfying problem solving. In summary it helps a person to shift:

• destructive reactions to conflict, to constructive responses
• their conflict management style to be collaborative
• their thinking, attitude, language, conduct, body messages, etc. to more effective ways for managing conflict

A qualified conflict coach can provide one-on-one assistance to managers, team leaders and others in supervisory positions in dealing with conflict amongst employees in the workplace. A coach is also able to provide individuals and members within a work unit with the skills to resolve specific disputes or to gain the skills necessary to address and prevent potential future conflict. The relationship between the coach and the person being coached is based on trust and it is confidential.

How is conflict coaching different to mediation and other interest-based processes?

Conflict coaching is a one-on-one alliance between a trained conflict coach and an individual. The coach acts as a personal consultant, supporter, adviser, motivator, trainer and 'sounding board' and assists a person to:

• identify their goals " examine their views about the conflict and how to deal with it
• gain more insight into how the conflict impacts on them and others
• shift how they respond to conflict
• encourage and help them to develop and apply problem-solving skills.

Mediation and workplace conferencing are different processes, which rely on an experienced impartial dispute resolution practitioner bringing the disputing parties together. The practitioner then assists them to define the problem comprehensively and focuses on what each party's interests and needs are. The practitioner then attempts to help the parties to develop creative solutions that they can apply to the problem, with a view to improving their relationship as a basis for resolving the dispute.

How do you access conflict coaching in Defence?

The capacity of the DADRCM to offer this service in Defence is currently limited by the small number of Defence mediators who have been trained as conflict coaches. However, as the number of trained and experienced personnel increases, the conflict coaching service will be offered more widely in Defence.

More information about conflict coaching or about receiving training as a conflict coach can be accessed by contacting:

Director Alternative Dispute Resolution and Conflict Management, Helen Marks, on (ph) 02 6265 3774 or the Deputy Director, Robyn Hamstra, on (ph) 02 6265 2050.

DVD copies of Robyn Hamstra's presentation on 'Alternative Dispute Resolution in Defence', held in the R1 Theatrette in Canberra in June, are available through the Results through People Network Coordinator on ph 02 6265 4489.

Defence Instruction PERS 34-4, Use and Management of Alternative Dispute Resolution in Defence, provides details on this program

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