Coaching practices for Getting Results the Agile Way Ags During Conflict

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Getting Results the Agile Way Ags During Conflict, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• We solve the immediate thing but the same ugly dynamic underneath stays exactly the same, so the next disagreement plays out identically
• We both keep digging into our positions and neither of us is really hearing why the other one cares
• Something’s genuinely wrong here and there’s no time to coax everyone to a comfortable yes
• There’s a real call that has to be made right now with no time to build consensus, and I keep softening it and hedging to keep everyone happy
• I walk away from conflicts having caved again

Practices that may help

1. Getting Results the Agile Way (AGS), Made Practical
   J.D. Meier’s Agile Results (also called Agile Getting Started or AGS) is a time-management framework built on a simple rule: name three outcomes at the day, week, month, and year level, and focus your effort on completing them. The Monday Vision / Daily Outcomes / Friday Reflection rhythm is a practitioner structure grounded in goal-specificity and reflection research, not a formally studied protocol.
2. Transform the relationship, not just the issue
   Use each conflict as an opportunity to raise the quality of the relationship itself.
   The Third Alternative, Made Practical
3. Collaborating (assertive and cooperative)
   Work the underlying interests until you find a solution that genuinely meets both sides’ needs.
   The Five Conflict-Resolution Styles
4. Competing (assertive, uncooperative)
   Pursue your own position firmly when speed, principle, or stakes outweigh the relationship cost.
   The Five Conflict-Resolution Styles
5. Use Competing when speed or safety matters more than buy-in
   Competing — high assertive, low cooperative — is appropriate when the decision is urgent, high-stakes, and not open for debate.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
6. FAST: maintaining self-respect in difficult interactions
   Fair, no Apologies, Stick to values, Truthful — the self-respect compass for high-pressure conversations.
   DBT Interpersonal Effectiveness: Getting What You Need Without Destroying the Relationship
7. Engage in productive ideological conflict
   Teams that avoid conflict don’t avoid disagreement — they bury it, where it grows into resentment and bad decisions.
   The Five Dysfunctions of a Team, Made Practical
8. Use Collaborating when the relationship and the solution both matter
   Collaborating — high assertive, high cooperative — finds a solution that genuinely works for both parties, but it takes time.
   The Thomas–Kilmann Conflict Mode Instrument (TKI)
9. Run a Friday Reflection
   Each Friday, review what you accomplished, what you learned, and what you would do differently.
   Getting Results the Agile Way (AGS), Made Practical
10. Fight the problem, not each other
    Reorient conflict so both partners face the problem together rather than facing each other.
    Secure-Functioning Relationships

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