Download - 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
