1. “Collaborating and innovating in social systems through conversations

2. If What could our conversations be a window to?

3. Beginning our conversation This is, after all, a conversation about conversations What would make this a great conversation for you?

4. Conversations matter People and organisations move in the direction of the images we hold of the future. Images of the future are created by the conversations we have, the stories we tell and the things we study (if we study problems we create problems, if we study possibilities we create more possibilities). Images of the future are informed by the conversations we have and the stories we tell. Conversations and stories are informed by the questions we ask, so......the questions we ask and the conversations we have are fateful. (Adapted from the Encyclopaedia of Positive Questions, Cooperrider et al, 2002)

5. Addressing the ‘group level’ track theme Collaboration, innovation and work in social systems is often achieved through magical conversations. Magical as they can be unintended, spontaneous, inspiring, off-the-wall, with whole systems, with others in groups or with oneself. Conversations are often the means to do work in the knowledge economy. They drive engagement and innovation; develop trust; catalyse change; are part of how we show up in the world, our networks, our communities and our organisations.

6. My intention Is for us to pay attention to our conversation/s, to share learning, experiences, questions and my story at three levels of system and across ways of knowing. Whole system Group Interpersonal Practical (Doing) Proposition al (Concepts) Presentatio nal (Stories) Experiential (Here and now)

7. Conversation about conversations Purpose: to use our conversation to illustrate and bring our questions, knowledge and learning to life What are you curious about? What do you know?

8. My story Big conversations, small conversations, team conversations, leaving conversations, balancing dialogic & diagnostic perspectives on OD Continuing conversations Beginning conversations Bespak petemarshconsulting.co.uk

9. A short case study, proposition and framework

10. The diagnostic “The Team Conversational Norms Diagnostic™ measures six dimensions of typical conversations that a team has to give team members the data to discuss and act on their conversational habits and so improve effectiveness.” (www.Therightconversation.co.uk )www.Therightconversation.co.uk

11. Core Dimensions Voicing – how comfortable are team members to express opinions and to challenge each other? Inquiry – how keen are they to understand the views of others? Productivity – how useful and productive are conversations? The Six Dimensions Influencing Dimensions Power – what is the role of power and hierarchy in typical conversations? Structure – how tight and focused are typical conversations? How much scope is there for flexibility? Attentiveness – how attentive and present are people in conversations?

12. The diagnostic

13. Conversation about conversations Purpose: to reflect on our conversation in the light of these concepts Inquiry: How keen are team members to understand the views of others. How skilled are they at listening? Inquiry is the salt to Voicing: it is about paying attention to what is being said and why. Inquiry is what moves conversation beyond social exchanges or polite listening. It is about empathy, deeper understanding and synthesis: the capacity to integrate different perspectives so that everyone understands something better than they did before.

14. Conversation about conversations What strikes you?

15. Conversation about conversations Which skills are you proud of ?

16. The Five Super Skills Presence: Maintaining undivided attention, really ‘being there’. Hyper-awareness: Acute self-awareness of biases, beliefs and emotional triggers. De- coding: Drawing out what the other person is really saying. Voicing: Speaking out with courage and conviction. Flow Control: Managing conversations – the beginning, middle and end.

17. Conversation about conversations Purpose: to reflect on our conversation in the light of these concepts Where are your strengths?

18. My learning Great conversations are collaborative, innovative, planned, improvised and stuff happens I can take conversation for granted and so sometimes need help and a catalyst I want to remain authentic, be more of myself and better Frameworks help sense making critical reflection and noticing

19. So what & now what Whole system Group Interpersonal Practical (Doing) Proposition al (Concepts) Presentatio nal (Stories) Experiential (Here and now)

20. So what & now what What have we learnt? What are you curious about? What will you do?

21. Reading Groysberg B and Slind M, (2002), Leadership Is A Conversation: How to improve employee engagement and alignment in today’s flatter, more networked organisations, Harvard Business Review June 2012 Herrero, L (2008), Viral Change (Second Edition), United Kingdom: Meeting Minds Marshak, R and Grant D (2011), Creating change by Changing the Conversation, OD Practitioner Vol 43, No.3 Owen, H, (1997) Open Space Technology, A Users Guide, 2nd ed. San Francisco: Berrett-Koehler Publishers Peters, S, (2011) The Chimp Paradox, London: Vermillion Reason, P and Bradbury H, (2008) eds, Handbook of Action Research, second edition, London, Sage Publications, 2008 Shaw, P, (2002), Changing Conversations in Organisations, A Complexity Approach to Change, Oxon: Routledge Whitney, D et al (2002), The Encyclopaedia of Positive Questions, OH: Lakeshore Communications www.therightconversation.co.uk

22. pete@petemarshconsulting.co.uk www.petemarshconsulting.co. uk Mobile: 07711 821186