Group No: 12

Group Members ATTY. MARK VERNON C. DIOQUINO

ANTON GABILA. JR
WILFREDO GARCIA, JR.

Particulars COACH COACHEE OBSERVER

Situation 1 MARK ANTON WIFREDO

Situation 2 WILFREDO MARK ANTON

Situation 3 ANTON WILFREDO MARK

Situation 1 Situation 2 Situation 3

“The Potential Employee” “The High Potential Senior “The Team Leader”
Leader”

An employee who has the A high-potential senior leader A department or division

potential to be more
productive if he/she can avoid
conflict when working with
others.
who is on the cross-roads of
his career and needs
guidance to see his way
through several career
options.
head focused on developing
their direct reports to work
together as a team

As Coach

Determine the root cause of the conflict, provide room for realization as to the intra and
interpersonal factors that affect the office dynamics, assist the coachee come up with
proposed action plan to address the underlying issue.

As Coachee

Acknowledge the presence of underlying conflicts and the consequences thereof, determine
the reason behind the purported misunderstandings, recognize the intrapersonal factors that
needs to be address to adapt into difficult situations, come up with solutions to alleviate
conflicting instances or otherwise create a non-hostile environment where work is not
hampered.
As Observer

Record observations and input.

Coaching Journal
Coaching Session No. 1
Coachee: Date:3/21/2023
ANTON GABILA. JR
Goal:
1. Assist the coachee assess intra and interpersonal factors that contribute to the conflict
(Personal Realization);
2. Encourage embodiment and promotion of harmonious company culture;
3. Provide practical solutions to alleviate office conflicts (Conflict Management
Strategies);
4. Motivate to promote a non-hostile environment where work is not hampered and which
fosters career passion and creativity.

Realities:
1. Coachee acknowledges strong personalities of co-workers inside the office;
2. Coachee acknowledges that there are instances where he has sudden outbursts (high
tone of voice) especially when he relays or emphasizes his opinion or stand on a
particular matter;
3. Coachee recognizes the fact that he is passionate with his work and only want what is
good for the office to mutually achieve their goal;
4. Coachee realizes that due to said instances, some co-workers avoid interaction;
5. Coachee realizes the negative effect of the miscommunication and that it goes contrary
or hinders to what he and his officemates originally wants to achieve for the
organization.

Options:
1. Find a common ground with co-workers. Clarify that they are all in the same page,
passionate in performing their work and eager to strive for the good of the organization;
2. Clarify that the outbursts are merely displays of enthusiasm and emphasis;
3. Clarify that the ideas emphasized or strong reactions resulting therefrom are grounded
on work-related tasks and are not to be taken personally;
4. Improve communication skills; and
 5. Provide a mechanism for error recovery/conflict management to ensure that co-workers
understand the absence of aggression on one’s end.

Way Forward:
1. Coachee plans to be mindful in the conveying his ideas and opinions;
2. Coachee plans to lay a harmonious work foundation with his co-workers by leveling
their goals and objectives for the organization;
3. Coachee aims to eliminate or otherwise minimize negative outburst that may affect the
working atmosphere;
4. Coachee aims to promote a healthy working environment by promoting open
communication and a mechanism of handling conflicts (clarification of professional
goals and establishing proper perception of messages)

COACHING PLANNER

ANTON GABILA. JR Date:

3/21/2023

What do you want to discuss? Why is it important?

1. Determine the presence of office conflicts, frequency thereof, and how the
coachee addresses such conflicts;
2. Contributory factors that lead to such conflicts;
3. Work atmosphere like inside the office;
4. Atmosphere during non-office hours;
5. Office dynamics;
6. Hampering of office work/productivity;
7. Communication type in the work environment;
8. Company culture;
9. Organizational Goals;
10. Personnel goals;
11. Conflict Management/Error Recovery.

What is your objective (s)? Why is it important?

1. Determine the root cause of the conflict;
 2. Provide room for realization as to the intra and interpersonal factors that affect
the office dynamics;
3. Promote self-determination of proposed solutions to address the underlying
issues inside the office.

Post Coaching Checklist

What one thing did I say or do was particularly effective?

The part where I explained the importance of office dynamics. That each and every employee is
cog to a mechanism that drives the organization and that there is need to have a coordinated
and movement/function to ensure that agency objectives are properly met. That despite having
the same passion for work, office conflicts are merely a result of non-alignment of company
culture, a failure to properly convey ideas, and lack of error recovery mechanisms.

What one thing could I say or do more effectively next time?

By the end of the coaching process, it would be better if I could request them to update me as
to the outcome of their action plan, whether it is effective or not, and assure them of my
continuous support.