VIC SIG Event: To Coach or not to Coach, that is the question? Coaching as a strategy in Dispute Resolution

1. Conflict Management
Coaching
The CINERGYTM Model
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E j e a n e t t e @ w o r k h e a l t h s y s t e m s . c o m . a u
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2. 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

3. 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

4. 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

5. 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

6. 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.

7. 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

8. 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

9. In practice - coaching
Step 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

10. 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

11. 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’

12. 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

13. 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.