Belhaven University how Do You Spread and Plant Seeds at Work Discussion

User Generated

pzppyva1

Writing

Belhaven University

Description

  • Prompt: As a leader you are always planting seeds. People are looking to you for resolution. Increase your store and enlarge the harvest of your righteousness (2 Cor. 9:10-14). Put yourself as the spreader of seeds for the Lord. How do you spread and plant seeds at work ? At home ? How can this verse be used as strength when handling either coaching or conflict resolution?
  • Requirements: 250 words minimum initial post, 100 words minimum reply

Unformatted Attachment Preview

MSL 665 Coaching & Conflict Resolution Belhaven University Unit 4 Harnessing Motivation 1 Unit 4 Introduction Unit Four of the Coaching & Conflict Resolution course focuses on motivation, self efficacy, and how both relate to the way a coach manages conflict that will inevitably arise. 2 Unit 4 Topics       Handling Conflict: Assessment The Five Styles of Conflict Management Motivation Motivational Interviewing Self-Efficacy Social Cognitive Theory (SCT) 3 Unit 4 Objectives Course Level Competencies      Objective 1.2: Evaluate and research performance problems and make recommendations for change. Objective 2.1: Define and identify methods related to perceptions and emotions in the workplace. Objective 2.2: Evaluate and research coaching and conflict resolution and make recommendations for change. Objective 5.1: Demonstrate professional conduct in oral communication, written communication, presentation skills, and punctuality. Objective 5.2: Identify attributes of God-centered conflict resolution and coaching. 4 Biblical Foundation https://www.thespruce.com/vegetable-garden-seeds-or-seedlings-1403412 5 Biblical Foundation Leaders are always planting seeds. People are looking to leaders for resolutions. Increase your store and enlarge the harvest of your righteousness (2 Cor. 9:10-14). Consider yourself as the spreader of seeds for the Lord. How do you spread and plant seeds at work? At home”? How can this verse be used as strength when handling either coaching or conflict resolution? 6 MSL 665 Coaching & Conflict Resolution Belhaven University Unit 4.1 Lecture    Handling Conflict: Assessment The Five Styles of Conflict Management Motivation 7 Coaching & Conflict Resolution https://effectivechurch.com/dealing-with-conflict-in-your-church/ 8 Coaching & Conflict Resolution Conflict Management Assessment Assessments are a valuable tool to help an individual take a glimpse into one’s feelings and thoughts about a subject. Take a screenshot. Invite coworkers to take the assessment as well. 9 Coaching & Conflict Resolution What is Your Primary Conflict-Handling Style? For each item, circle a number to indicate how often you rely on that tactic. Rarely Always 1. I argue my case with my co-workers to show the merits of my position. 1 2 3 4 5 2. I negotiate with my co-workers so that a compromise can be reached 1 2 3 4 5 3. I try to satisfy the expectations of my co-workers. 1 2 3 4 5 4. I try to investigate an issue with my co-workers to find a solution acceptable to us. 1 2 3 4 5 5. I am firm in pursuing my side of the issue. 1 2 3 4 5 6. I attempt to avoid being “put on the spot” 1 2 3 4 5 10 Coaching & Conflict Resolution What is Your Primary Conflict-Handling Style? Rarely 1 2 3 Always 4 5  7. I hold on to my solution to the problem.  8. I use “give and take” so that a compromise can be made. 1 2 3 4 5  9. I exchange accurate information with my co-workers to solve a problem together. 1 2 3 4 5  10. I avoid open discussion of my differences with my co-workers. 1 2 3 4 5  11. I accommodate the wishes of my co-workers. 1 2 3 4 5 11 Coaching & Conflict Resolution What is Your Primary Conflict-Handling Style? Rarely 1 2 3 Always 4 5 2 3 4 5 1 2 3 4 5 1 2 3 4 5  12. I try to bring all our concerns out in the open so that the issues can be resolved in the best possible way.  13. I propose a middle ground for breaking deadlocks 1  14. I go along with the suggestion of my co-workers  15. I try to keep my disagreements with my co-workers to myself in order to avoid hard feelings. 12 Coaching & Conflict Resolution Conflict-Handling Style Scoring Key Add your scores on the items in each category. Collaborating Items 4. ____ 9. ____ 12. ____ Accommodating Items 3. ____ 11. ____ 14. ____ Avoiding Item 6. ____ 10. ____ 15. ____ Compromising Item 2. ____ 8. ____ 13. ____ Competing Items 1. ____ 5. ____ 7. ____ -Add the three numbers up in each column. -Your primary conflict-handling style is (the category with the highest total) -Your backup conflict-handling style is (the category with the second highest total) Range of scores =3-15 Midpoint =9 13 Coaching & Conflict Resolution Uses of Five Styles of Conflict Management So now that you have your level, how can it be used? What do you need to know. 14 Coaching & Conflict Resolution  Competing/Forcing    When quick, decisive action is vital (e.g. emergencies). When unpopular actions need to be implemented (e.g. cost cutting, enforcing unpopular rules, discipline). Against people who take advantage of noncompetitive behavior. 15 Coaching & Conflict Resolution  Collaborating     To find an integrative solution when both sets of concerns are too important to be compromised. To learn. To merge insights from people with different perspectives. To gain commitment. 16 Coaching & Conflict Resolution  Compromising     When goals are important, but not worth the effort or the potential disruption of more assertive modes When opponents with equal power are committed to mutually exclusive goals To arrive at quick solutions As a backup when collaboration is unsuccessful 17 Coaching & Conflict Resolution  Accommodating      When you find you are wrong (show your reasonableness). When issues are more important to others than to you. To build social credits for later issues. To minimize loss when you are outmatched and losing. When harmony and stability are especially important. 18 Coaching & Conflict Resolution  Avoiding      When an issue is trivial, or more important issues are pressing. When you perceive no chance of satisfying your concerns. To let people cool down and regain perspective. When gathering information supersedes immediate decision. When issues seem symptomatic of other issues. 19 Coaching & Conflict Resolution Taking Your Coaching to the Next Level As we move into this next section we explore Moore (2016) and how one begins to help others. Start by thinking of a co-worker or potential client you would like to practice with. The information expressed moving forward are applications towards coaching someone through something. 20 Coaching & Conflict Resolution How do you motivate others? How would you coach motivation? https://visionexercisephysiology.com.au/strategies-increase-motivation/ 21 Coaching & Conflict Resolution What Does It Mean to be Motivated? Motivation is the energy that can drive one to:      Start a new habit or learn a new skill. Take steps toward a goal. Focus on making a habit or learning a skill toward achieving a goal. Sustain a habit or skill. Appreciate and savor goal achievement. 22 Coaching & Conflict Resolution Controlled Motivation Motivation may come from an external source with the good intentions of motivating a client to make critical behavior changes or to change unhealthy thinking. External sources of motivation can have the best outcomes in mind for a client while pushing, strongly encouraging, or even demanding “compliance” in behavior change. When clients respond to external motivation with changes in behavior, they are most likely driven to comply by a desire to please another or get this person’s approval or respect. 23 Coaching & Conflict Resolution Autonomous Motivation Autonomous motivation is about behaving with a full sense of volition, interest, and choice. When people are autonomously motivated, they control their choices, and they are acting in ways they find interesting, important, better, or of deep value (Deci, 2013). 24 Coaching & Conflict Resolution According to Deci (2013), the benefits to people who experience high autonomous motivation are big. They include:      New and positive behaviors persist longer. They are more flexible and creative. Performance improves. People experience more enjoyment in making changes. People have better physical health and higher quality personal relationships. 25 Coaching & Conflict Resolution  Ending 4.1 and getting into 4.2    Motivational Interviewing Self-Efficacy Social Cognitive Theory 26 MSL 665 Coaching & Conflict Resolution Belhaven University Unit 4.2 Lecture    Motivational Interviewing Self-Efficacy Social Cognitive Theory 27 Coaching & Conflict Resolution How can Motivational Interviewing (MI) be used in coaching? http://www.waysideyouth.org/AboutUs/News/ViewArticle/tabid/96/ArticleId/74/5-Things-Ive-Learned-From-Motivational-Interviewing 28 Coaching & Conflict Resolution Motivational Interviewing: A Model for Increasing Motivation and Self-Efficacy MI is a counseling methodology developed over the past 30 years initially as a new approach to the treatment of addiction. MI methods support the eliciting of autonomous motivation, encouraging a client to find his or her own reasons to change. It involves pro-change talk and avoids triggering of change-resistance talk, which can cause the client to resist being told what to do. 29 Coaching & Conflict Resolution MI aims to increase autonomous motivation for change with the following strategies developed by MI founders Rollnick and Miller (2012): 1. Engaging: developing growth-promoting and relationship-building strategies that support the client’s autonomy. 2. Focusing: helping clients develop more clarity around their values and goals. 3. Evoking: generating a connection to the client’s autonomous motivations and drives. 4. Planning: designing action plans that support the building of self-efficacy. 30 Coaching & Conflict Resolution Motivational Interviewing Principle 1: Engaging MI starts with the premise that pro-change talk is facilitated by a calm, safe, judgment-free relational space in which people feel secure in honestly sharing their thoughts, feelings, needs, and desires without fear of judgment, ridicule, or pressure. 31 Coaching & Conflict Resolution Open-Ended Inquiry Some examples of open-ended questions that evoke change talk are:  What is the best experience you have had with your desired future behavior?  What concerns do you have about your current behavior?  What values do you seek to live by in your life?  How might your desired future behavior lead to benefits in the future? 32 Coaching & Conflict Resolution Motivational Interviewing Principle 2: Focusing The second principle of MI is to enable a focused exploration of the discrepancies between a client’s stated values and goals and their current behaviors. This principle is narrower than the focus of a typical coaching session in which a coach and client collaborate to determine the focus and agenda for the session. 33 Coaching & Conflict Resolution Motivational Interviewing Principle 3: Evoking The third principle of MI centers on uncovering a client’s reasons for change. Encouraging the client to explore their autonomous “why” behind a behavior change, especially with an orientation toward the future, can create the energy needed for a shift. 34 Coaching & Conflict Resolution The Role of Meaning in Motivation Paul Wong (1987), found that having a sense of meaning, life purpose, and life control were predictors of psychological and physical wellbeing. Wong concludes that meaning is necessary for healing, resilience, optimism, and well-being. 35 Coaching & Conflict Resolution Motivational Interviewing Principle 4: Planning The MI principle of planning involves collaborating on an action plan supported by increasing selfefficacy. Let’s explore the broader topic of selfefficacy next before addressing the MI planning principles. 36 Coaching & Conflict Resolution Self-Efficacy Self-efficacy, the belief that one has the capability to initiate and sustain a desired behavior, is one of the most important outcomes of coaching in combination with improvements in self-image (becoming one’s best self) and lasting mindset and behavior change. 37 Coaching & Conflict Resolution Social Cognitive Theory (SCT) A primary resource for understanding self-efficacy is SCT. Simply put, SCT asserts that human behavior is determined by three factors which interact with each other in dynamic and reciprocal ways: personal factors (such as what one believes and how one feels about what one can do), environmental factors (such as support networks and role models), and behavioral factors (such as what one experiences and accomplishes). 38 Coaching & Conflict Resolution Self-efficacy is impacted by all three factors (personal, environmental, and behavioral), and masterful coaching works to align those factors. Bandura (1994, 1997) indicates that it is important to pay attention to four sources of self-efficacy: physiological/affective states, verbal persuasion, vicarious experiences, and mastery experiences. 39 Coaching & Conflict Resolution The MI principle of “planning” calls for realistic, well thought-out plans that consider barriers and challenges. To strengthen goal commitment and the possibility for mastery, the coach and client collaborate to: 1. 2. 3. 4. 5. 6. 7. Dream to envision the desired future. Explore the client’s intention with motivation and meaning. Create specific, measurable, and meaningful action steps. Examine the client’s level of confidence and adjust the action steps as necessary to increase confidence. Create contingency plans. Imagine success and its positive consequences. Affirm commitment, strengths, and ability. 40 Coaching & Conflict Resolution When helping someone as a coach you are trying to help that person with a behavior, typically a change or modification. (Fig.6.1) 41 What’s next?     Complete reading assignments. Complete writing assignments. Answer discussion questions. Complete unit quiz. 42 References Bandura, A. (1994). Self-efficacy. In V. S. Ramachaudran (Ed.), Encyclopedia of human behavior (Vol. 4, pp. 71–81). New York: Academic Press. (Reprinted in H. Friedman [Ed.], Encyclopedia of mental health, 1998. San Diego: Academic Press.) Bandura, A. (1997). Self-efficacy: The exercise of control. Gordonsville, VA: W. H. Freeman. Deci, E. (2013). How do we both support autonomy and build accountability? A presentation for the American Journal of Health Promotion. Moore, M., Jackson, E., Moran-Tschannen, B. (2016). Coaching psychology manual (2nd ed.). New York: Wolters-Kluwer. Wong, P. (1987). Meaning and purpose in life and well-being: A life span perspective. Journal of Gerontology, 42(1), 44–49. 43 Image References Change ahead sign. (2019). Retrieved from http://www.waysideyouth.org/AboutUs/News/ViewArticle/tabid/96/ ArticleId/74/5-Things-Ive-Learned-From-Motivational-Interviewing Ermoian, K. (2018 February 2). Handling conflict. Retrieved from https://effectivechurch.com/dealing-with-conflict-in-your-church/ Strategies to increase motivation. (n.d.). Retrieved from https://visionexercisephysiology.com.au/strategies-increasemotivation/ Spooner, R. (n.d.). Mature hands planting seeds. Retrieved from https://www.thespruce.com/vegetable-garden-seeds-or-seedlings1403412
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Here you go! Let me know if you need any edits or have any questions

Running head: PLANTING SEEDS OF RIGHTEOUSNESS

Planting Seeds of Righteousness as a way of Resolving Conflicts
Name
Institution Affiliation:
Date:

1

PLANTING SEEDS OF RIGHTEOUSNESS

2

Conflicts are bound to arise at some point within a team, either at work or among members
of the family. Leaders need to be guided by Christian values of planting and spreading seeds of
righteousness as a way of resolving these confli...


Anonymous
I was having a hard time with this subject, and this was a great help.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags