Nurse managers can support themselves and others in working through conflict by normalizing conflict, employing proven proactive and reactive interventions and by helping to build integrated conflict management systems.

No abstract

Conflict is common in nursing. Conflict coaching is a new conflict communication and supervision intervention that demonstrates initial promise. Conflict coaching seems to work best when supported by a positive conflict culture and integrated with other conflict intervention processes.

Th is article begins by revisiting the origins of confl ict coaching to recC onfl ict coaching is primarily a dyadic process in which a coach trained in confl ict resolution or executive coaching works with a client to develop the client ' s confl ict-related understanding, interaction strategies, and interaction skills (Brinkert 2006 ). It emerged and gained prominence in the confl ict resolution fi eld largely because one or more parties did not want to participate in mediation (Tidwell 1997 ). Its uses have become considerably more varied. Th is article retraces and updates writing on the origins of confl ict coaching before providing a thorough overview of what has been accomplished in the area since 2005. Th e article concludes by off ering six propositions to make sense of the state today and suggest directions of growth for confl ict coaching.

In this tribute to the 2004 recipient of the International Association for Conflict Management's Jeffrey Z. Rubin Theory-to-Practice Award, we honor the work of Tricia S. Jones. Having worked with Trish as grad students, research and practice collaborators, and journal editors, we highlight her unique contributions to conflict resolution education, the role of emotion in conflict, and conflict coaching. We also celebrate her ability to transcend both disciplinary and academic-practitioner barriers as she elevates the importance of communication research.