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Continuous conflicts have the potential of bringing down the operations of the organization if care is not taken. Several scholars have confirmed through research that coaching is one of the effective methods of resolving conflicts in an organizational setup. The method applies where the trained coach is willing to engage the client that is capable of improving. Coaching allows people to realize their potentials, as well as professional objectives.
Application of coaching as a valid tool of managing organizational conflicts is gaining relevance owing t the fact that it helps people gain stability, express and elucidate ideas, build up a mission statement for work life, administer time, make occupation relationship, and deal with personal tasks. Based on this, the coach is charged with a consultative role, supportive task, advisory function, motivation, and training of the learner.
Jones and Brinkert (2008) observe that many organizations appreciate the role of conflict coaching as far as prevention of conflict is concerned. In the ninth chapter, Stober and Grant (2010) observe that coaching should take into consideration the cultural aspects of clients. This implies that each culture has its corporate social responsibility, which should be considered when offering coaching services.
In this regard, western corporate culture is different from the American culture; hence, the role of the coach is to understand the needs of the trainee before moving in to help (Linder-Pelz, 2010). In modern society, which is characterized by interconnectedness, culture should be analyzed closely before advising employees on the best system to apply in resolving conflicts.
In the United States, managers value individual achievement as compared to collective gains. The case is different in Japan since the achievements of the group play an important role in the success of the organization as compared to individual efforts. In Europe, society influences the life of an individual meaning that individualism is not valued so much. Goldsmith, Lyons, and McArthur (2012) observe that coaching influences the leadership skills of an individual.
This implies that people should be coached continuously for them to perfect their situational leadership skills. In the fourth chapter, the scholars try to compare coaching with consultative forums. They are of the view that the trainee initiates the coaching process by accepting to cooperate with the coach. Coaching has no end since it is a continuous process.
In the fifth chapter, the idea of coaching myth is analyzed since many people are always stuck on who they should depend on far as coaching is concerned. The scholars suggest that an individual with adequate skills and experience should be relied to offer training on new employees.
The organization needs to come up with clear curricula that would facilitate the transfer of knowledge to new employees. This will play a great role in preventing conflicts in the organization. In any organization, junior employees should be allowed to form groups with the senior most members who have adequate experience and familiarity of the organizational tasks.
In the sixth chapter, Goldsmith, Lyons, and McArthur (2012) suggest that coaching influences the leadership skills of an individual. If an individual is taken through a viable coaching process, the chances are high that such an individual would reason like a theorist. A coached individual applies some of the globally accepted models and theories in interpreting problems. In this regard, coaching resolves conflicts because an individual will tend to conduct preliminary research before engaging in conflicts.
References
Goldsmith, M., Lyons, L., & McArthur, S. (2012). Coaching for leadership: The practice of leadership coaching from the world’s greatest coaches. San Francisco, CA: Jossey-Bass.
Jones, T. S., & Brinkert, R. (2008). Conflict coaching: Conflict management strategies and skills for the individual. Los Angeles: Sage Publications.
Linder-Pelz, S. (2010). NLP Coaching: An Evidence-Based Approach for Coaches, Leaders, and Individuals. London: Kogan Page.
Stober, D., & Grant, A. (2010). Evidence Based Coaching Handbook: Putting Best Practices to Work for Your Clients. John Wiley & Sons.
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