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February 8, 2010

The Understanding 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

The Understanding Conversation is focused on the cognitive work around an initiative. It assists people in finding a positive way to participate. It is based on an intention to include and engage. This conversation has two positive presuppositions underlying the conversation: (1) that people do want to understand the initiative and (2) that they want to make a personal connection to what the initiative means to them.

We know from the Concerns Based Adoption research, that change is, first and foremost, personal. This conversation allows for personal concerns to be addressed. It assists participants by allowing them to provide ideas and thinking, thus creating greater inclusion and ownership.

Part of this conversation includes clarifying what decisions are already made and where there might be flexibility and room for negotiation. The conversation should add detail to the plan. One product of this conversation is a move from the big picture of the initiative conversation to added detail, e.g., timelines, action plans. A great deal of time may be spent answering questions in this conversation.

One mistake that some leaders make with this conversation is extending the time until understanding becomes a liability for action. The goal of this conversation is understanding, not action. The go-getters will become unhappy if there is not action and will lose faith in the viability and intention of the initiative. A strong leader is careful to have enough of this conversation to create a readiness for action and is wise enough to know understanding is different from action.

Ford and Ford suggest some questions that should be addressed in this conversation:

• "Why should I care about this?
• "Will this change present a challenge to my current position or abilities?"
• "Is it a chance to use my skills and talents?"
• "How can I increase my chances of success?"

In this conversation, all of the six structural questions must be addressed:

• 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?

As you reflect this week, consider ways that this conversation is being used in your organization. How might more use of it enhance the results of your organization?
 

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