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Critical Conversations

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Identify approaches that can guide future work, leadership, conversations and relationships ... New learning or insights (what came clear for you) ... – PowerPoint PPT presentation

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Title: Critical Conversations


1
Critical Conversations Decisive Dialogue
  • Larry D. Roper
  • Oregon State University

2
Goals for the Experience
  • Explore the challenges of difficult conversations
  • Provide an opportunity to explore personal
    experiences and leadership challenges
  • Provide an opportunity for meaningful dialogue
    and conversation
  • Identify approaches that can guide future work,
    leadership, conversations and relationships

3
Session Ground Rules
  • Share only what you feel comfortable
  • Speak only for yourself
  • Avoid side conversations
  • Treat the conversation as if it matters
  • Involve yourself as if your participation is the
    key to the groups success

4
Reflection on Relationship Dynamics
5
Creating Relationships That Work
Things that Matter
People who care
Thoughtful, Respectful Conversation
Personal shifts or insights
Things not expected
New thinking
Increased Relationship and a sense of community
Shared background of understanding
Pooled wisdom of the group increases
6
What if a relationship is nothing more than a
series of conversations ?
7
Think of a relationship that is important to you
or your organizations success, that is not
working
8
How would you describe your last three
conversations with or about that persons?
9
Individual Introductions
  • Begin in dyads
  • Each person speaks for three minutes, without
    interruption
  • Respond to the following question
  • What are things that I or others are not saying,
    that if we expressed and explored would make a
    real difference in our ability to create positive
    relationships and sustain a diverse community?

10
Designing Difficult Conversations
11
Guiding Principles for Difficult Conversations
  • Dont start the conversation unless you are
    committed to having it turn out right for the
    other person/everyone involved (you are
    committed to them)
  • Have only one conversation at a time
  • Take the conversations to completion
  • Treat conversations and each person in a way that
    acknowledges that they matter

12
Guiding Principles for Conversations
  • Everyone in the conversation is taken care of
  • Dont have the conversation unless you are
    producing something of value (be clear about the
    value being produced)
  • Involve yourself as if your participation is the
    key to the success of the conversation (as a
    facilitator or participant)

13
Guiding Principles for Conversations
  • All participants should have the opportunity to
    ask for the commitments they want
  • All participants should be clear about
    expectations of them
  • Document agreements

14
Conversation Ground Rules
  • Generous listening
  • Be on each others side
  • Straight speaking
  • Manage each others reputation as you would
    manage your own
  • Take care of each other

15
Critical Leadership Questions
16
What unique way of being is necessary to create
a culture that embraces diversity?
17
What would your organization produce (or be
capable of producing) if you truly embraced
diverse perspectives?
18
What are things that you or others are not
saying, that if you expressed and explored would
make a real difference in your ability to create
positive relationships and sustain a diverse
community?
19
  • Where would it make a difference if you could say
    what you think/feel?

20
What are the undiscussables in your
organization that impede your ability to do what
is needed?
21
What conversation would you convene if you knew
that it would turn out okay?
22
Closure
23
Acknowledgements and Appreciation
  • Observations about colleagues (what was revealed
    to you in a new or different way)
  • Important behaviors (what you observed that was
    significant)
  • New learning or insights (what came clear for
    you)
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