As part of
an open discussion, the question was asked, “What has been working well?” One participant described how adding an
intervention meeting with all parties before deciding on boss whispering had
been helpful in her practice. She
suggested the name, “Joint Intervention Consultation,” which led to the idea of
creating a Diagnostic Decision Tree.
During this discussion, I took copious notes. Afterward, I prepared the
“first branches” of the tree and distributed it amongst the attendees.
The basic
idea of the decision tree is that it takes into account the fact that there are
many choices for doing conflict resolution—i.e. mediation, facilitation,
training, coaching, counseling, legal, hybrid—and that there may be a best or
better method in specific situations.
Other
discussions included boss whispering in a union environment, anti-bullying
legislation, and the risk coaches encounter when dealing with these things as
part of coaching abrasive managers. One attendee
from Australia led excellent discussions on Australian legislation and risk paradigms
for dealing with workplace bullying.
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