This blog is about conversations.  Conversations and consequential action.

Through effective conversation, teams convert inputs into shared understanding and an implicit agreement on the way forward.  It is possible to formalise the way forward as part of the agenda.  A good project initiation workshop does just that.   But, even if planning is on the agenda, teams can really lose their way as they talk.  And they can finish a conversation in disarray and frustration.  So what is “effective conversation” and how can we make it happen?

Well, I have seen how facilitation, when it is done well, can be effective in supporting conversation, so I want to talk about facilitation in this blog.  But facilitation is broad and there is a whole lot of literature on how to do it well.  I have also seen how effective coaching can be when applied with individuals in the team.  So I also want to talk about coaching.  This makes the blog really broad.  So what is a good topic?

As I reflected on my experience as a facilitator and coach one aspect of my approach became obvious.

I once worked with a coach who, after a number of sessions, asked me why I related everything to models, “what is that all about?” she asked.  At first I didn’t understand the question.  I thought everyone makes sense of the world through models.  Then I became aware of how my contribution in conversation often begins with “…there is a model that shows…”.  I began to notice people exchanging knowing glances when I referred to models.  And I realised that there are many people who did not see the world this way.  

I have found modelling to be incredibly powerful for sharing ideas and surfacing shared assumptions and deep agreements..  I can think of three levels:

  • A simple pictorial representation of the issues and stances in a difficult discussion, drawn on the fly, invariably allows the team to understand where they are in a conversation.  
  • More formal models for workshop situations such as decision-making, handling conflict or reaching consensus either planned or used as necessary can make all the difference to a conversation.
  • And there are rich models based on years of research which may form the basis of a complete intervention with a client.  The Balanced Scorecard and Strategy Maps, created by Kaplan and Norton are a typical example.  Implementing these requires forethought, preparation and perhaps a programme to help the client team understand and commit themselves to the approach.  

I am also fascinated by unconscious processes, the view that we have a conscious and an unconscious process operating on the same material and that these two processes may react differently to the material and how this conflict works itself out in individuals and in groups.  

So…

This blog is about models, frameworks and structures and how they can be used in supporting effective conversations.  I would like to talk about the models, the process, the outcomes, as well as evidence of models in use.