working conversations

Working conversations

Building a repertoire for working effectively with others

It’s about repertoire…

A stock of plays, dances, or items that a company or a performer knows or is prepared to perform.

A stock of skills or types of behaviour that a person habitually uses

And context

Context depends on the way we make sense of situations…

...how old is this person?

Repertoire is a response to context. Remove the traffic controls and drivers, cyclists and pedestrians have to think and work with each other in real time rather than simply obeying orders. Result - fewer accidents and faster flowing traffic

4 conversations

Create your repertoire of working conversations by choosing from 4 menus:

4 phases in a conversation4 ways of taking part4 things to explore

4 conversations…

1 Introducing repertoire2 Aligning with repertoire3 Enlarging repertoire4 Managing our own repertoire

Aims and goals:Assess the experience of the person you’re working with in relation to the demands of the situationDecide what sort of conversation fits best

Introducing repertoire: on the job methods, skills and knowledge

Aligning with repertoire:

making sense of the signs that point

out the working context. Exploring

how to be effective as the context

unfolds.

Enlarging repertoire: encouraging people to explore the territory beyond their comfort zone

Managing our own repertoire: working on our ability to make sense of situations and respond to changes in context

4 phases in a conversation…

1 Situation2 Leverage3 Options4 Who, what, when

Aims and goals:Assess the need for you to be in control of the conversation and who should be doing most of the talking Decide if is this a follow on or new territoryThe two ends of the spectrum: an open ended exploration or an issue to put on the table

Situation: establishing what’s going on - the strands and issues in the current situation

Leverage: uncovering aspirations and working out the sort of changes that will make a difference to the situation

Options: designing what could be done - coming up with a number of ways of changing the situation

Who, what, when: choosing from the options and sorting out who will be doing what and when they will do it

4 ways of taking part…

1 Expert2 Guide3 Developer4 Catalyst

Aims and goals:Establish where you want to make an impact – is it a case of doing things differently (expert/guide) or thinking differently (developer/catalyst)?

Expert: the conversation revolves around action - step by step detail of how to handle the situation

Guide: the conversation is mostly focused on enlarging and exploring the options and choices in the situation

Developer: the conversation is aimed at clarifying goals - what are we trying to achieve in this situation?

Catalyst: the conversation is focused on sparking new thoughts

and creating fresh opportunities

4 things to explore…

1 Context2 Capability3 Climate4 Capacity

Context

Capability Climate

Capacity

Aims and goals:Clarify the sort of issue you think should be the subject of the conversation?Strategic? Operational? Cultural? Personal?

Context: the bigger picture, industry dynamics, business goals

Capability:Methods and systems, technical knowledge, end to end effectiveness

Climate: Habits and norms, management style, decision taking

Capacity: Roles and skills, personal responsibility, untapped potential

Select a path and shape the way you take part…

4 conversations

4 phases in the conversation

4 ways of taking part

4 things to explore

Jon Kendallcastletonconsulting.co.uk

@jon_kendalljon.kendall@castletonconsulting.co.uk