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.
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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/
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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.
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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
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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
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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.
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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
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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.
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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.
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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.
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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
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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.
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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.
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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.
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Coaching & Conflict Resolution
How do you motivate others? How
would you coach motivation?
https://visionexercisephysiology.com.au/strategies-increase-motivation/
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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.
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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.
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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).
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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.
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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
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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.
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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.
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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.
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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?
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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.
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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.
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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.
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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.
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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.
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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).
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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.
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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.
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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)
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What’s next?
Complete reading assignments.
Complete writing assignments.
Answer discussion questions.
Complete unit quiz.
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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.
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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
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