Crucial Conversations:

Becoming a Self-Differentiated Leader through Open Communication

Becoming an agent of change in my organization is a new role for me.  I traditionally have shied away from challenging the status quo, but it can be overwhelming to see the need for change and feel powerless to do anything.  I believe it is crucial to have conversation training as it is a vital asset to making change happen.  It is my personal observation that a crucial conversation roadmap gives everyone the same lexicon, mode of speech, and bridges gaps with communication styles.  Using the tools from the  Crucial Conversations (Patterson, Greeny, Mcmillan, & Switzler, 2002) textbook, I believe I have crafted a plan for communication that also utilizes the tenets of the influencer model and 4DX program.

The communication plan is as follows:

  1. Learn from the past and build consensus

    1. Acknowledge past achievements

    2. Seek and Implement feedback from potential participants

  2. Proactively look for conversations to be had

    1. Learn to see potential problems

    2. Anticipate the conversations and follow the crucial conversation steps

  3. Create a safe environment for conversations to take place

    1. Maintain an atmosphere of openness

    2. Use words and non-verbal communication to put people at ease

    3. Be slow to respond to statements made

  4. Own and Control my narratives

    1. Make an honest attempt to think the best of your team mates

    2. Own your mistakes and any contribution you made to the misperception

  5. Clearly State my Truth

    1. Reaffirm your commitment to your team and the project

  6. Make Room for other’s Perceptions and Truth

    1. More people than just yourself have good ideas

    2. Input creates ownership. Ownership creates intrinsic value. Leader validates the value a person places on the project.

  7. Take action with the team

    1. Continue toward the goal in spite of misconceptions.

    2. Crucial Conversations turn misconceptions into unity.

Everyone that has worked on projects, evaluations, or implemented change in an institution knows that communication is the life of a great plan.  This tailored communication plan will allow for communication to take place.  Schools are unusually difficult institutions in which to make change as there are many layers of resistant bureaucracy.  For instance, within the institution examples of these layers could be, resting on yesterday’s accomplishments, or pressures to try new trends without proper training.  In either case, the lack of proper communication or overabundance of demeaning communication can result in plan failure.

REFERENCES

Patterson, K., Greeny, J., Mcmillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high. McGraw Hill.