“Collaborating and innovating in social systems through

conversations

If

What could our conversations be a window to?

Beginning our conversation

This is, after all, a conversation about conversations

What would make this a great conversation for you?

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)

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.

My intentionIs 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.

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?

My story

• Big conversations, small conversations, team conversations, leaving conversations, balancing dialogic & diagnostic perspectives on OD

• Continuing conversations

• Beginning conversations

• Bespak

• petemarshconsulting.co.uk

A short case study, proposition and framework

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 )

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 DimensionsPower – 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?

The diagnostic

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.

Conversation about conversations

What strikes you?

Conversation about conversations

Which skills are you proud of ?

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.

Conversation about conversations

Purpose: to reflect on our conversation in the light of these concepts

Where are your strengths?

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

So what & now what

So what & now what

What have we learnt?

What are you curious about?

What will you do?

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

pete@petemarshconsultin

g.co.uk

www.petemarshconsulting.

co.uk

Mobile: 07711 821186