Conflict Coaching
A structured path to navigate tension and restore working relationships.
There are significant human and financial costs in the way we handle conflict at work.
Workplaces are fertile ground for tension, friction, and conflict. Yet many leaders, managers, and human resources professionals—already stretched thin—are left to resolve conflict using one of two approaches.
The first is behind-the-scenes coaching—a manager or HR privately guides the individuals involved and hopes the situation will resolve itself. But when people don't feel safe or equipped to navigate conflict directly, the situation worsens.
The second is formal escalation. Necessary and protective when warranted, but often experienced as too nuclear an option.
Theory Y offers a third option: a structured, human-centered process designed to clarify perspectives, build understanding, support a more constructive path forward, and prevent costly escalation.
For a closer look, the booklet provides a comprehensive overview of the Theory Y Conflict Coaching process.
Meet Genevieve
Genevieve Croteau is the founder of Theory Y, a practice dedicated to helping organizations navigate conflict, strengthen relationships, and build human-centered systems.
She brings over 25,000 hours of experience across leadership, operations, and Human Resources—including more than a decade coaching senior leaders and working at the C-suite level as a Chief Operating Officer.
Throughout her career, she has been entrusted with highly sensitive matters, complex organizational challenges, and moments where discretion and sound judgment are critical.
From M&A's to crisis management, her work has consistently focused on de-escalating conflict and strengthening relationships within organizations.
Genevieve developed Theory Y Conflict Coaching to address a persistent gap in organizations: the lack of a supported path between informal conversations and formal escalation.
Her approach treats tension, friction, and conflict as opportunities to uncover misalignment, deepen understanding, and create more effective ways of working—while preserving dignity.
She is deeply attuned to the reality that how conflict is handled can either cause harm or lead to meaningful resolution. Known for her ability to create trust and psychological safety, Genevieve listens deeply, values multiple perspectives, and works to ensure that all individuals are treated with genuine respect throughout the process.
FAQs
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This approach is appropriate when:
There is open interpersonal tension, misalignment, or breakdown in working relationships;
The situation is impacting team effectiveness of individual or team performance;
Both parties are able and willing to engage voluntarily.
It is not appropriate in cases involving concerns or allegations of harassment, discrimination, or other matters that require formal investigation or legal intervention.
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Theory Y Conflict Coaching is not an investigative or disciplinary process. It does not determine fault. Instead, it is a structured, facilitated process designed to help individuals clarify perspectives, surface misunderstandings, and develop a shared understanding of the situation, while skill-building. It is particularly effective in situations where concerns exist, but a formal investigation is not warranted.
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No. Participation in this process does not preclude, limit, or waive the right to initiate or file a formal complaint or in any other way impede on the organization’s polices.
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The consultant serves as a neutral facilitator. Their role is to ensure each perspective is heard, understood, and given equal consideration, and to bring clarity, synthesize perspectives, and guide a constructive path forward.
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An Insight Report is provided to participants, managers, and Human Resources. This report includes:
Context, background, and facts
Each participant’s perspective (shared only with explicit consent)
Areas of alignment and divergence
Relevant organizational or structural factors
Potential pathways forward
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The consultant is bound by professional confidentiality and handles all information with discretion and care. However, confidentiality is not absolute:
An Insight Report is shared with supervisors Human Resources;
Legal or organizational obligations may require disclosure in certain circumstances.
The process is designed to balance psychological safety with organizational policy.
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With consent, interviews may be recorded and processed using AI-assisted tools to support accuracy of analysis. These recordings are used solely to support synthesis and are handled with care and in alignment with confidentiality.
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By addressing conflict earlier and more directly, this process can:
Provide a meaningful support service to employees who are struggling;
Prevent escalation into formal complaints, especially when unwarranted;
Reduce the likelihood of turnover;
Identify organizational gaps that can be easily cured;
Support fair, well-informed decision-making.
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Yes, participants sign a simple memo of understanding that outlines the process and confirms their consent.
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Most engagements are completed over a 3–4 week period, depending on complexity, availability, and number of participants.
“It is my belief that many analyses of other human beings are tragic expressions of our own values and needs.”
— Marshall Rosenberg, Nonviolent Communication