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MSL 665

Coaching & Conflict Resolution

Belhaven University

Unit 7

Fruitful Coaching

Unit 7 Introduction

Unit Seven of the Coaching & Conflict Resolution

course calls students to put what they have

learned into practice with someone who may not

understand the coaching process-providing future

coaches with a perfect opportunity to practice.

Review the past units and be prepared by planning

effectively.

Unit 7 Topics

 Generative Moments

 Coaching

 Brainstorming Forward

 Conducting a Coaching Session

 Handling Client Challenges

Course Level Competencies  Objective 1.2: Evaluate and research performance

problems and make recommendations for change.

 Objective 3.2: Practice effective conflict resolution skills

through use of role play.

 Objective 4.1: Articulate and evaluate effectiveness of

coaching practices in motivating others.

 Objective 4.2: Apply methods for identifying perceptions,

emotions, and non-verbal communication in the workplace.

 Objective 5.1: Demonstrate professional conduct in oral

communication, written communication, presentation skills,

and punctuality.

Unit 7 Objectives

MSL 665

Coaching & Conflict Resolution

Belhaven University

Unit 7.1 Lecture

 Generative Moments

 Coaching

 Brainstorming Forward

Begin to think about coaching a coworker through change. What needs to take place?

Coaching & Conflict Resolution

https://www.susannemadsen.co.uk/blog/seven-essential-coaching-questions

Defining the Generative Moment

 Generative moments can be thought of as the

peak of a coaching session. A generative

moment can be filled with the high energy that

comes from being ready to do something new or

the peaceful calm that comes with a new way of

thinking.

 Generative moments occur when clients are

aroused along the path of change and growth.

Coaching & Conflict Resolution

Generative Moment, cont.

We call these “generative” because they inspire

clients to generate new ideas, perspectives, or

insights. They may also uncover capacities, which

can lead to bold actions that can positively alter a

client’s future (Bushe, 2007). Generative moments

are mini transformations that energize both coach

and client and catalyze the next stage of the

client’s progress.

Coaching & Conflict Resolution

Generative Moment, cont.

One way to think about generative moments is that

they emerge as things that clients want less of

(aversive indicators), things that clients want more

of (attractive indicators), or some combination of

the two. The former are generally accompanied by

increased resistance, whereas the latter by

increased readiness to pursue transformational

change.

Coaching & Conflict Resolution

Emotional Indicators for Generative

Moments

Sometimes, generative moments emerge when

clients are still considering change—for example,

when they are in the precontemplation or

contemplation stages around a particular behavior.

This often happens in response to external

events.

Coaching & Conflict Resolution

Facilitating Generative Moments

When creating a specific placeholder for the

generative moment within the coaching session,

the process includes eight primary stages:

Coaching & Conflict Resolution

1. Collaborates with the client to identify the topic

on which to work, where he or she has aroused

emotional energy and interest.

2. Asks for permission to explore and work on the

topic now.

3. Encourages the client to describe what he or

she really wants now in relation to the topic.

4. Explores the strengths or values the client can

leverage to move forward.

Coaching & Conflict Resolution

5. Explores the environments the client can

leverage to move forward.

6. Explores decisional balance and develops

discrepancy (when the client demonstrates

ambivalence).

7. Engages the client in creative brainstorming

of pathways forward.

8. Expresses and facilitates confidence in the

client’s ability to move forward.

Coaching & Conflict Resolution

Ask for Permission to Explore and Work on

the Topic Now

Once a topic has been identified and clarified, the

coach and client agree on the appropriateness of

working on it now. Coaching always protects the

freedom and choice of clients, which increases

both the motivation for change and the probability

of success.

Coaching & Conflict Resolution

Explore the Strengths or Values the Client

Can Leverage to Move Forward

It is important to approach each topic as a possibility to

be explored rather than as a problem to be solved.

Masterful coaches explore a topic from a strengths-

based perspective, even when clients are experiencing

resistance to change. Strengths-based inquiries focus

on what is meaningful and compelling to clients more

than on what they do not want. In addition, they invite

clients to recall and reconnect with past successful

experiences.

Coaching & Conflict Resolution

Explore the Environments the Client Can

Leverage to Move Forward

As Peterson and Seligman (2004) found in studying the

prevalence of universal strengths and values, self-

regulation is one of the least valued and used

strengths. Self-regulation is vital in the change process.

It manifests in diligently planning, preparing, and

executing behavioral experiments; unpacking learning;

followed by adjusting the what, how, and when of

practicing new behaviors, over and over again.

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Engage the Client in Creative

Brainstorming of Pathways Forward

Once change talk has begun and client energy is

higher, it’s helpful to engage clients in the

lighthearted generation or brainstorming of ideas

and approaches for moving forward. In

brainstorming, possibilities are generated but not

critiqued or evaluated. A good rule is “the more

the better” when it comes to idea generation.

Coaching & Conflict Resolution

Basic protocols for successful

brainstorming include the following:  Setting a time limit.

 Withholding judgment or evaluation of ideas

Encouraging wild, fun, and exaggerated ideas. Letting

no idea go unsaid.

 Setting a minimum number of ideas or questions to

generate.

 Building on the possibilities put forth by the other

combining and expanding ideas.

 Asking permission to contribute ideas.

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Express and Facilitate Confidence in the

Client’s Ability to Move Forward

The transition to designing action plans at the end

of the generative moment is made compelling

when the coach champions and supports the

client’s ability to move forward with one or more of

the new ideas or approaches. Forward movement

is more appealing when clients believe they have

the ability to turn the new ideas into action.

Coaching & Conflict Resolution

 Ending 7.1 and getting into 7.2

 Conducting a Coaching Session

 Handling Client Challenges

MSL 665

Coaching & Conflict Resolution

Belhaven University

Unit 7.2 Lecture

 Conducting a Coaching Session

 Handling Client Challenges

Coaching & Conflict Resolution

Conducting Coaching Sessions

Although there is never only one “right” way to do

coaching, clients and coaches enjoy structure as a

means to understand and gain mastery in the

process of facilitating change. As coaches gain

experience and grow their toolboxes, they can

modify the process of coaching sessions in ways

that maintain engagement for themselves and their

clients.

Coaching & Conflict Resolution

Prepare for a Coaching Session

The most important moment of a coaching session

is arguably the minute right before it starts. That is

when coaches relax and clear their minds, set their

intentions, and get into a coaching mindset. If

growth and self-determination come from

relationships, the coach must be attentive to the

nurturing of that relationship at every opportunity,

remembering the following:

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Prepare for a Session

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Prepare: Review client assessment results and client

communication.

Get present: Practice mindfulness, set intention, and connect to

purpose.

Get curious: Consider initial strengths-based inquiries.

Session Opening

Start with time management. In an ongoing

coaching session, weekly, biweekly, or monthly,

for example, the following percentages indicate

how coaches may want to spend their time with

clients. The percentages indicate the number of

minutes that coaches may want to spend with

clients in each section during a 30-minute session.

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Session Opening, cont. The breakdown should look something like this:

 Session opening—7% (two to three minutes)

 Weekly goal review—20% (five to seven minutes)

 Three-month goal review (monthly or so)—7% (two to

three minutes)

 Generative moment—40% (10–12 minutes)

 Goal setting—20% (five to seven minutes)

 Session close—6% (two to three minutes)

Coaching & Conflict Resolution

Goal/Experiment Review

Once a connection has been reestablished, it’s

time for clients to select the first goal to be

discussed. Do not assume that this will turn out to

be the most important goal for the client. Rather, it

is an opening for collaboration, an opportunity to

get into the dynamic of coaching. Most clients will

set two to five behavioral goals to work on

between coaching sessions.

Coaching & Conflict Resolution

Examples of inquiries for the review process

include the following:  What was your best experience with your goals in the past

week? What percentage of achievement did you reach for this

goal? What contributed to this level of success?

 What kept it from being lower?

 What could have made it higher?

 What do you like about this goal?

 What did you learn from this experience?

 What challenges did you face along the way?

 Do you think this goal is too ambitious, too cautious, or just right?

 When you think about this goal, what feelings does it stimulate,

and what needs does it meet?

Coaching & Conflict Resolution

Inquiries such as these honor the client’s

autonomy and competence while enabling him or

her to grow in partnership with a trusted

collaborator - the coach.

Coaching & Conflict Resolution

Accountability in Coaching

Accountability means monitoring and giving an

account of what was done, what happened, what

worked, what did not work, and what one wants to

do differently in the future. When such

accountability comes from the coach-client

collaboration, discussing what has been

accomplished in objective rather than judgmental

terms, clients often become empowered to reach

their goals more consistently and effectively.

Coaching & Conflict Resolution

Accountability in Coaching, cont.

Checking on a client’s experience with goals is not

the same as pestering or nagging. It is rather a

welcome conversation that includes reviewing a

client’s best experiences with his or her goal

design and the learning that arises from it. When

appropriate, the coach can assist clients with

reframing “failure talk” as “learning opportunities.”

Coaching & Conflict Resolution

So how are you doing? Where is your level of

comfort in coaching?

Coaching & Conflict Resolution

http://jewelrystoretraining.com/211-coaching-each-other/

Three-Month Goal Check-In

It is not necessary for a client to revisit his or her

vision and three-month goals every week. It is

important, however, to do so at least monthly in

order for the weekly experiments and goals to stay

connected to a client’s larger vision and purpose.

Coaching & Conflict Resolution

Three-Month Goal Check-In, cont.

It is empowering to connect the dots between

smaller incremental steps and larger motivating

life goals. This allows the client to be flexible and

adaptable, perhaps modifying his or her three-

month goals and/or resetting the start or end date

if the goals are too challenging, if a major

disruption has emerged, or if a bigger challenge is

necessary.

Coaching & Conflict Resolution

Three-Month Goal Review

Coaching & Conflict Resolution

Validates the relevance of the client’s vision and connection to

three-month goals.

Asks about the client’s best learning or growth experience with

his or her three-month goals.

Asks about the client’s level of engagement commitment with his

or her goals and whether he or she wants to revise them.

Affirms the client’s strengths, abilities, or growth.

Coaching & Conflict Resolution

http://www.teachhub.com/classroom-management-boost-learning-goal-setting

Goal Setting

When clients have elevated their self-efficacy or

belief in their ability to accomplish a task or goal,

especially in an area that is important to them,

they want to set new goals for the week ahead

that will keep them moving forward. It is important

to be sure the goals are measurable, owned by

the client, and reinforced by as many support

structures as possible.

Coaching & Conflict Resolution

Goal Setting, cont.

Asks the client to choose a goal that is important and that he or

she is ready to pursue.

Explores the support, structure, or environments needed to

ensure success and handle challenges.

Assists the client to refine goal to be a SMART behavioral goal.

Uses confidence ruler to improve the client’s confidence in

reaching that goal.

Asks client to restate goals.

Affirms client’s ability to achieve his or her goals.

Goal Setting, cont.

A written summary of goals is ideally exchanged

between coaches and clients after every coaching

session. This serves to facilitate the accountability

process and to keep the forward momentum from

week to week. Initially, it may be helpful for the

coach to write up the plan—vision, three-month

goals, and first week’s goals—in order to

demonstrate how to summarize a succinct and

compelling plan.

Coaching & Conflict Resolution

Session Close

As with the session close for initial sessions, it is

important to end on a positive note, expressing

appreciation for the client’s work and capturing

what the client learned. The coach can also take

the opportunity to ask for feedback on how to

make the coaching session even more effective in

promoting the client’s forward progress before

scheduling the next session.

Coaching & Conflict Resolution

Session Close, cont.

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Communicates an appreciation of the client’s work in the session.

Discovers and reflects what the client learned in the session.

Asks for feedback on how future coaching sessions would best

support client’s path.

Schedules next session.

Handling Client Challenges

Although every client and every coaching

interaction is unique, there are some common

challenges that can happen in the coaching

process. It is valuable to be aware of some of

the common situations clients might experience

along the way and possible approaches that

can be taken.

Coaching & Conflict Resolution

Some of the challenges you might face as a

coach:  Situation: Clients realize that coaches are not magicians,

and they become disillusioned as to how much work it

will take to make changes.

 Situation: Clients are slow to become motivated and do

not make noticeable progress.

 Situation: Clients are not attempting the behaviors they

set for themselves as SMART goals on a weekly basis.

Explore the textbook for the APPROACHES to address

these situations.

Coaching & Conflict Resolution

 Complete reading assignments.

 Complete writing assignments.

 Answer discussion questions.

 Complete unit quiz.

 Complete your Zoom session.

What’s next?

Moore, M., Jackson, E., Moran-Tschannen, B. (2016). Coaching psychology

manual (2nd ed.). New York: Wolters-Kluwer.

Peterson, C., & Seligman, M. E. P. (2004). Character strengths and virtues:

A handbook and classification. New York: Oxford University Press.

References

Image References

Cox, J. (n.d.). Smart goal setting. Teachhub.com. Retrieved from

http://www.teachhub.com/classroom-management-boost-learning-

goal-setting

Degroot, J. (2016, June 12). Coaching each other. Jewelrystoretraining.com.

Retrieved from http://jewelrystoretraining.com/211-coaching-each-

other/

Madsen, S. (2017 March 5). Megaphone. Retrieved from

https://www.susannemadsen.co.uk/blog/seven-essential-coaching-

questions

McNally, J. (2014). Power coaching word cloud. Lynnbarrington.com.

Retrieved from http://www.lynnbarrington.com/cost-for-coaching/