Coaching, conflict and negotiation


We need to manage risks. Potential conflicts are sources of risks that can degrade the outcomes of cooperation.
The Center for Conflict Dynamics in the US says unmanaged conflict is responsible for two-thirds of poor performance issues at work, and more than one-third of management time is spent dealing with conflict and its consequences.

Evidence suggests it is sensible to accept conflict is inevitable in human systems, and embrace it.  Competence in managing conflict is essential in leveraging diversity


The framework we follow in coaching is that it must be client-focused and confidential, and the client sets the agenda. We have established business processes to deploy staff and associate coaches, manage the intake of new coaching clients and acquit completed coaching assignments.

Individual and work group or team coaching can be focused on reflection on mid-term development, skills development or problem solving.

Conflict management

Many workplace problems involve internalised conflicts, or interpersonal conflicts that are somewhere along the path of escalation from contained anger into an emotive, personalised dispute.

If parties have developed self-justifying, disputatious positions and organised seconds for themselves, the prognosis is usually bleak.

So there are great advantages in preparing managers to spot issues that could escalate and supporting them in intervening early and competently. Training and coaching can help, and so can bringing in a neutral, external party.

We offer you a range of other conflict management services, including conducting sensitive inquiries into conflicts and disputes, assessing the feasibility of mediation and organising mediations if you do not have in-house capability to do that.


Most successful resolutions of conflict involve integrative negotiations, where the parties recognise that they have compatible preferences and can make trade-offs across a package of issues where they have different preference and different priorities. This involves agreeing to concessions on issues that are low priority for you, but high priority for the other party, in turn for receiving concessions on your high priority issues.

Developing these kinds of issues structures also underpins the development of stable, mutually-beneficial collaborative arrangements.

We provide training and coaching for the negotiation of collaborative arrangements.