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February 22, 2010

The Closure Conversation

This month we are exploring the work of Ford and Ford and four conversations they suggest as means for achieving results. This week's conversation particularly links to the support functions of collaborating, consulting, and evaluation.¹

[Managers] often talk about accountability as if it is a personality trait, an attitude, or some characteristic of an individual person. In fact, accountability is a product of conversations between two or more people. Accountability is an aspect of a relationship, not of an individual, and you can build and strengthen it with Closure Conversations.

—Ford and Ford, p.150

A Closure Conversation is about making an ending to the past and setting the stage with a positive foundation for the future. It is the most neglected of all the conversations. Without it, we cling to the past and have difficulty moving forward. When done well, it is a propellant for restoring credibility and confidence, increasing trust, increasing productivity and creativity, and increasing engagement.

A Closure Conversation emphasizes all six steps in the four conversations. In doing so, it acknowledges the past by discussing what was attempted and why it was important. It determines what steps were taken and what results were achieved by whom and when and closes with an acknowledgement of what needs to be completed in bringing closure and readiness to move ahead.

• What are we trying to accomplish?
• When do we want to accomplish it?
• Why is this important?
• Who is involved?
• Where will the resources come from?
• How will it get done?

Ford and Ford describe 4 A's that are necessary to acknowledging the past:

• Acknowledge the facts.
• Appreciate accomplishments and contributions.
• Apologize for mistakes and misunderstandings.
• Amend broken agreements.

They liken broken agreements to broken windows. An unrepaired broken window in a building seems minor, but it has been shown to be a symbol of a lax attitude, inviting more vandalism and eventual decay. Lack of attention to broken agreements in organizations erodes trust in the organization's capacity to honor its commitments. Closure conversations are key in addressing the flaws in our human systems and allowing us to recommit to a better future.

Given that this is the most neglected conversation, what might be some arenas in your work place where conscious attention should be given to this conversation?
 

¹Ford, J., & Ford, L. The Four Conversations: Daily Communication that Gets Results. San Francisco, CA: Berret-Koehler, 2009.