The Art of Focused Conversation: 100 Ways to Access Group Wisdom in the Workplace

This book has served me so well in my new job. I can't tell you how many times I have pulled the book off the shelf to get some direction in creating my own questions. It has been a great asset in helping me have meaningful and directed conversations at a critical time in my new job. And it has saved me precious time. - Great book!?Marlene Lockwood, Group Leader, St. Helen's Hospital, Deer Park, California Communication within many organizations has been reduced to email, electronic file transfer, and hasty sound bytes at hurried meetings. More and more, people appear to have forgotten the value of wisdom gained by ordinary conversations. But, at different times in history, conversation has been regarded as an art form - a crucial component of human relations. Conversation has the power to solve a problem, heal a wound, generate commitment, bond a team, generate new options, or build a vision. Conversations can shift working patterns, build friendships, create focus and energy, cement resolve. The Art of Focused Conversation convincingly restores this most human of attributes to prime place within businesses and organizations, and demonstrates what can be accomplished through the medium of focused conversation. The first Part describes the theory and background of the conversation method, which has been effectively used for group consensus making in: 1) problem solving; 2) troubleshooting; 3) coaching; 4) research and 5) interpretation of data. It also discusses how to prepare a conversation, how to lead a conversation, and what the common mistakes are. Part two then provides 100 sample conversations designed for use in many different situations, including: 1) reviewing and evaluating; 2) preparation and planning; 3) coaching, and mentoring; 4) data and media interpretation; 5) decision making; 6) managing and supervising; and 7) personal reflection and group celebrations. Developed, tested, and extensively used by professionals in the field of organizational development, The Art of Focused Conversation is an invaluable resource for all those working to improve communications in firms and organizations. "This book is absolutely fabulous. I started it last night, used a whole bunch of stuff

Table of Contents:
Introduction: The Origin of a Method Part I Theory and Practice Chapter 1. Why Conversations? And Why the Workplace? The Fragmentation of Conversation The image of conversation Sound-bite conversations Traditional Mental Habits The culture of advocacy Failure to understand each other The possessors of absolute truth The tyranny of the OR The critics The adversarial mode Changes in the Workplace The whole-system organization The learning organization Leaders as askers of questions Beyond token participation Methodology of real participation Chapter 2. The Focused Conversation Method: An Overview The focused conversation A four-stage process What if governments used the focused conversation Public meetings The workplace No right or wrong answers Advantages Chapter 3. The Structure of the Focused Conversation A natural process and a life method Roots of the method Life presuppositions A whole-system process The relationship arrows Applying the method to structure a conversation The objective level The reflective level The interpretive level The decisional level The aliases of the focused conversation Chapter 4. Leading a Focused Conversation: Conversational Hazards How to Lead One of the Conversations in this Book 1. Select a suitable setting 2. The invitation 3. Opening 4. The first question 5. Subsequent questions 6. Getting off the topic: what do you do? 7. Long or abstract answers: what do you do? 8. If an argument starts up: what do you do? 9. If people react to others' answers: what do you do? 10. Closing Some Things to Keep in Mind 1. The leader has nothing to teach 2. The wisdom of the group 3. Abstract questions, abstract answers 4. The right group 5. Validity of the data What about answers that are ethically or factually wrong? 6. Group ownership of the issue and content 7. Facilitator's responsibility Chapter 5. Steps for Preparing a Conversation from Scratch Preparatory Steps 1. Focus the conversation 2. Write down the intent of the conversation 3. Ensure a concrete beginning point for your objective questions The power of focus 4. Brainstorm questions to realize the rational objective and experiential aim 5. Select the questions you need 6. Jiggle the order of the questions 7. Rehearse the conversation in your head How many questions at each level? 8. Prepare your opening comments carefully 9. Prepare the closing carefully 10. Reflect on the conversation, the group, yourself Why Didn't My Conversation Work? and What to Do about It. 1. Group isn't focusing 2. Group doesn't respond to questions 3. Group gives wrong answers 4. Group is not answering with real answers 5. Some participants dominate 6. Group goes off on tangents 7. Not getting useful results 8. Arguments break out 9. Group challenges the facilitator Part II The 100 Conversations A. Conversations for Evaluating and Reviewing A1. Reviewing the year A2. Reviewing a workshop A3. Reviewing a consultant's presentation A4. Reviewing a planning event A5. Reviewing the day A6. Reviewing an organization's past A7. Evaluating a seminar A8. Evaluating a curriculum A9. Evaluating the progress of a project A10. Analysing a product that failed to sell A11. Evaluating a marketing package A12. Reviewing a major report A13. Evaluating a staff service program A14. Evaluating a trade show A15. Evaluating a new business form B. Conversations for Preparation and Planning B1. Focusing a group before a workshop B2. Introducing a new training topic B3. Preparing a short presentation B4. Getting input for a book review B5. Preparing a group to write a report B6. Preparing a symbol and slogan B7. Planning a workplace study group B8. Preparing the agenda for a meeting B9. Organizing an in-house service group B10. Planning a staff party B11. Working on a brochure B12. Assembling a budget B13. Redesigning office space B14. Envisioning new decor B15. Selecting a topic for an upcoming conference B16. Designing a customer service manual B17. Initiating marketing planning B18. Preparing a strategic presentation on a new product C. Conversations for Coaching and Mentoring C1. Coaching a colleague C2. Talking through a job description C3. Giving feedback to an instructor C4. Holding accountability with an employee C5. Discussing a set of employee guidelines C6. Meditating on a difficult situation C7. Mentoring a staff person in a family crisis affecting work #1 C8. Mentoring a staff person in a family crisis affecting work # 2 C9. Monitoring a new employee C10. Resolving a longstanding misunderstanding C11. Responding to a personal complaint C12. Calming an upset customer D. Conversations for Interpreting information D1. Interpreting a story D2. Sharing an essay D3. Discussing a training video D4. Holding a movie conversation D5. Assessing social trends D6. Holding a news conversation D7. Pondering organizational change D8. Appraising a sales offer D9. Tailoring your services to a customer's needs D10. Interpreting a systems audit D11. Analysing budget performance D12. Reflecting on a chaotic meeting D13. Considering the impact of new regulations on a product D14. Reflecting on a proposal for departmental reorganization E. Decision-Making Conversations E1. Helping a workmate think through a decision E2. Making assignments within a team E3. Deciding work priorities E4. Discussing a staff response to a strategy document E5. Breaking up a decisional logjam in a group E6. Deciding on a trade show strategy E7. Reframing a team's mission E8. Implementing a new board policy E9. Determining program priorities E10. Developing terms of reference for a major project evaluation E11. Building the annual budget E12. Dealing with work environment issues E13. Reworking office protocol F. Managing and Supervising Conversations F1. Canvassing employees F2. Reviewing work descriptions F3. Interviewing a job applicant F4. Musing on a frustrating meeting F5. Conducting a performance appraisal F6. Assessing staff workplace needs F7. Troubleshooting a stalled project F8. Interpreting a shop floor grievance F9. Naming market influences. F10. Analysing sales statistics F11. Dealing with delegation issues F12. Collaborating on a supply problem F13. Reflecting on a transition F14. Highlighting the comparative profile of a firm F15. Building a phased timeline for a restructuring project F16. New managers' reflection on their leadership roles F17. Assessing the impact of a training experience F18. Creating participation guidelines G. Personal and Celebrative Conversations G1. Reflecting on the day G2. Learning from a life event G3. Planning for personal growth G4. Facilitator's internal reflection while leading a group G5. Appraising an additional assignment G6. Celebrating a great victory G7. Celebrating a colleague's retirement: a conversation with the individual G8. Celebrating a colleague's retirement: group reflection G9. Celebrating a staff birthday G10. Interviewing the employee of the month Part III Appendices A. Sets of Reflective and Interpretive Questions B. The Bohm Dialogical Method C. Power of the Conversation in Relation to Art D. Prince 5 Weapons Story (to accompany Story-Telling Conversation) E. Leading an Informal Conversation F. Institute of Cultural Affairs International (ICAI) G. Who Will Design These Conversations for Me? H. Leading a Focused Conversation: A Summary I. Preparing a Focused Conversation Bibliography Index Charts and Sidebars Relationship Arrows Diagram Objective Level in a Nutshell Reflective Level in a Nutshell Interpretive Level in a Nutshell Decisional Level in a Nutshell What about answers that are ethically or factually wrong? The Power of Focus How many questions at each level? Conversation Preparation Format Why Didn't My Conversation Work Preparing a Focused Conversation

About the Author :
Produced by the Institute for Cultural Affairs (ICA) in Canada, the book was edited by R. Brian Stanfield , its Director of Publications. A non-profit with a presence in 48 countries, the ICA has worked for 45 years in organizational development, adult and child education, community development, and methods of social change.

Review :
"At its essence, every organization is a product of how its members think and interact." — Senge, Kleiner, Roberts, Ross and Smith, The Fifth Discipline Fieldbook "This book has served me so well in my new job. I can't tell you the many times I have pulled the book off the shelf to get some direction in creating my own questions. It has been a great asset in helping me have meaningful and directed conversations at a critical time in my new job. And has saved me precious time. Great Book." — Marlene Lockwood Group Leader, St. Helen's Hospital Deer Park, California, USA "This book is absolutely fabulous. I started it last night, used a whole bunch of stuff I found in it in my workshop today. I love this book. It is a must-have for every facilitator in the world. If I won the lottery, I would mail one to every member of the International Facilitators Association (IAF) as a benefit. This book is without a doubt, the book of the year." — Margaret Runchey Editor, IAF Facilitation News Palm Springs Gardens, Florida, USA