1. The Four Conversations: An Introduction

2. Objectives for this Conversation
Introduce ideas from our article in the Journal of Applied Behavioral Sciences on conversations and change
Review the four productive workplace conversations

3. Conversational Profiles Article JABS, 2008
Conversational Profiles: A Tool for Altering the Conversational Patterns of Change Managers
Premise: Successful implementation of change
Relies on effective communication
Requires managers to be aware of whether their communication is effective or not
And, if their communication is not effective, managers must alter their communication in order to be more effective.

4. Conversational Profiles Article JABS, 2008
Our assertion: Change agents must be able to move among 4 different types of conversations
Initiative – Start something, Speak a future, a vision
Understanding - Engage people in defining goals, developing the plans, and creating the change
Performance – Make requests, Make promises, Make agreements: Get everyone into action
Closure – Follow up, Follow through: Create accomplishment and learn from the change process 

5. Four Conversations for Success An Example
Initiative
Announce a new customer service policy and say what differences it will make to people
Understanding
Have a Q&A session to discuss the new policy and clarify the ways it could alter people’s current jobs
Performance
Clarify who will implement each part of the policy
Closure
Report results, thank people, put in corrections

6. Six Limitations to a Successful Workplace
Lateness
Poor work quality
Difficult people
Lack of teamwork
Poor planning and workload overwhelm
Insufficient resources and support

7. Some Conversations Slow Things Down
Not all conversations…
Are productive
Engage people
Point people toward accomplishment
Support good use of resources
Four mistakes slow things down.

8. 1. Unproductive Conversations
Three types of conversation are usually unproductive.
Complaints – usually lack commitment
Blaming – undermines accountability and credibility
Gossip – reduces trust

9. 2. Missing Conversations
When we are missing…
Initiative conversations
People lack enthusiasm, interest, and purpose
Understanding conversations
People are not engaged, not stepping up
Performance conversations
No results, wrong results, and missed deadlines
Closure conversations
Resentment, cynicism, and mistrust build up

10. 3. Missing Accomplishment
To help someone accomplish something, even a small task, remember to add the “Accomplishment ingredients”:
What are we trying to accomplish?
When do we want to accomplish it?
Why is this accomplishment important?
If you leave one ingredient out, there is no opportunity for accomplishment.

11. 4. Missing Resources
To support people’s accomplishment, add the “Resource ingredients” to your conversation:
Who else is involved?
Where will the resources come from?
And Where will the results go?
How will it get done?
If you leave one ingredient out, there is confusion about resources.

12. Initiative Conversations
Propose an idea for an attractive and worthwhile future
Show people the value of fulfilling it
Stay positive, focus on the goal
Initiative Conversations are about the future we want, not the one we want to avoid

13. Some Tips on Initiative Conversations
First: get all necessary authorities aligned and talking about resources
Plan your Initiative Conversation to get people’s attention and jumpstart new thinking
Don’t over-initiate: see things through
Most common mistake: Assuming people remember what they are working toward.

14. Understanding Conversations
Engage people in creating the plan
Say What you want, When, and Why… then LISTEN:
How does this affect their work?
What are their ideas for success?

15. Some Tips on Understanding Conversations
Use a Q&A format: you want input!
- What needs to be done to accomplish this?
- What is a good schedule for us to do it?
- Are there any good measures of success?
Say (and repeat as needed): What you want, When you want it, and Why it matters
Stand by your initiative, but be willing to collaborate for the goal and the plan
Bonus: New knowledge, new vocabulary, new solutions.

16. What is “Performance”? Taking an action Producing a result
Delivering a service or communication
NOTE:
Understanding does not cause performance.

17. Performance Conversations: Ask and Promise
Make Requests: Ask other people to take actions or produce results
Make Promises: Commit yourself to taking actions or producing results
These conversations create agreements.
They also establish a basis for accountability.

18. Likelihood of Taking Action
Condition
Likelihood of
Taking Action
If you hear an idea
10%
If you consciously decide to adopt it
25%
If you decide when you will do it
40%
If you plan how you will do it
50%
If you commit to someone else you will do it
65%
You have a specific appointment with the person you made the promise to
95%

19. Make Requests Ask! Will you do What is wanted?
Be specific about the results
Will you do it When it is needed?
Give and get deadlines
Do you understand Why is it important?
People need a context
Yes, you have to ask.

20. Make – and Get – Promises
Ask them…
Who: Can you make the promise?
Where: Can you get resources and results where they are needed?
How: Can you create a checklist and timeline, or identify steps and stages?

21. Performance Conversations: It’s About Agreements
Confirm the Agreement
Your expectations are not their promises
Manage the Agreement
Help people remember
Make promises public

22. Closure Conversations
Create accomplishment.
-- We finished the project.
Create acknowledgment.
Thank you for the work you did on ….”
Create completion.
What worked, what didn’t.
Close the book on past goals, requests, and promises.
Avoids “Whatever happened to ______?”

23. Closure Conversations: The Four A’s
Acknowledge the facts: Say what’s so
Address persistent complaints and conditions
Appreciate the people
Recognize accomplishment & contribution
Apologize for mistakes & misunderstandings
Take responsibility, even if you didn’t “do it”
Amend Broken Agreements
Recognize, Report, Repair, Recommit

24. Using the Four Conversations
Everyday communication that gets results:
Initiative - Start
Understanding - Engage
Performance – Ask + Promise = Agreements
Closure – Complete the accomplishment

25. Conversations in Work and Life
Your conversations are a vital ingredient in the quality of your life.
Reach your goals and help others reach theirs
Establish and maintain good relationships
Make things happen, Get things done

26. 3 rules for combining 4C in contentious dialogues
Start with a “closure conversation:
Name the top nuclear issues:
Waste: Safe and leak-free disposition of nuclear processing wastes, including disposition of plutonium stockpiles from reprocessing
Safety: Prevention of accidents at nuclear facilities
Security: Prevention of terror threats to nuclear facilities and transport
Costs: Cost reduction for facility construction and dismantling, power generation, and waste disposition
Emissions: Reduction and re-use of CO, CFC, and other gas emissions from nuclear faciliteis
Identify where those problems stand today – who’s working on it, where are they, what have they learned, what do they say the future will be
Speak a commitment to the future for resolving those problems
Move to an initiative conversation – propose a renaissance future
Clean energy
Creative solutions to problems
Identify other players to collaborate with on creative solutions and new opportunities
Identify ways those players are engaged now and in the future
Make requests – for participation
Make promises – for status updates and reporting
Make promises – for engagement