Tag Archives: Collaborative Conversations

Attitude, Books, Character, Communication, Conversations, Courage, Critical Thinking, Disciplines, Emotions, Finishing Strong, Forgiveness, fresh start, Grace, Kindness, Lessons Learned, Love, Monday Morning, Monday Morning Moment, Reconciliation/Forgiveness, Redeeming & Restoring, Relationships

Monday Morning Moment – Whenever Possible, Affirmation and Encouragement Over Criticism

September 9, 2024 admindeb 4 Comments

Let’s say you need to have a difficult conversation with someone…a crucial conversation. How do we make it happen and still preserve the relationship, the trust between us? We’ve all heard of (and probably experienced the “feedback sandwich” – start with the positive, then interject the negative, and finish off with a last positive (see here for the many takes on this approach). This approach doesn’t wash anymore, right? It’s just not honest.

I’d like to point to a great piece written by a pastor. Well, he was a pastor until last Fall when he resigned from his position because of what was labeled as “harsh leadership”. Scott Sauls, this pastor, until last year, was a gifted Bible teacher and celebrated author (I’ve read many of his books). He was mentored for years by the late Timothy Keller who was himself a man of great integrity. Keller walked the talk…always.

Scott Sauls was this sort of man also…and in the months after he resigned from the pastorate, he has done the work of restoration…reconciling with those he led (not always well) and returning to a work where he is using what he’s learned to help others not make his same mistakes.

His blog “Speaking Words that Make Souls Stronger” has the clarity of one who hasn’t always spoken the truth in love and yet understands the cost of ill-spoken words. He has corrected course. His counsel is weighty and life-giving:

“In a sincere effort to “speak the truth,” we can lose our way and miss the fact that truth — in order to be true in the truest sense — must be packaged in a love that is patient, kind, does not envy or boast, is not proud or dishonoring, is not self-seeking or easily angered, that keeps no record of wrongs, that does not delight in evil but rejoices in the truth, that always protects, always trusts, always hopes, always perseveres, and that never fails (1 Corinthians 13:4-7).“

“Rather than rushing to find fault, we have every reason proactively seek opportunities to, as Tim Keller called it, ‘catch others doing good’ and to encourage (put courage into) others.”

“Does that mean we just “live and let live” when we see friends and family exhibiting destructive behaviors? Of course not. When someone in our lives is caught in addiction or destructive behavior, the loving thing to do is to help them out of it through intervention.

But intervention is not damning criticism; it’s redemptive critique that is motivated by restoring and building up. Criticism aims to harm and shame. Critique, on the other hand, seeks to leave a person feeling cared for and called to become a better version of themselves. Criticism will leave a person feeling belittled and beaten down. Paul says, ‘If anyone is caught in any transgression, you who are spiritual should restore him in a spirit of gentleness‘ (Galatians 6:1-2).”

“Sometimes love calls us to be courageous because it takes courage to offer the gift of redemptive critique. It also takes courage to receive the same…So, critique redemptively when you must. And at all times, for God’s sake, affirm and encourage. Put courage into a soul — wherever and whenever you can.”

I appreciate Scott Sauls. He may still have days when he is tempted to be critical of others…probably does have those days. Yet, it sounds like he has gained wisdom from those days. And we all benefit from it.

Photo Credit: Martin Luther King Jr., Heartlight

Photo Credit: Crucial Conversations, Reading Graphics

We all have situations that require hard conversations. They can be less hard as we incorporate a gentler, but no less honest approach. “Speaking the truth in love”. Not backing away from conflict, but “using our words” to affirm and encourage when possible. Then when necessary, practicing a redemptive critique rather than a harsh criticism. Genuinely caring for the welfare of the other person communicates more than we may think. The conversation still happens (don’t shy away from it), but it can be restorative.

Bottom line: To have an effective, impactful hard conversation, you have to love the person in front of you. If your care only extends to the mission of your organization, the health of your family, or your own personal interests/concerns, the outcome you want will evade you. You can care about those things, of course. You probably wouldn’t push to have the conversation if you didn’t. The first step to that conversation has to be a heart check on yourself. The key motivation has to be that you genuinely care about the person in front of you. That changes everything, including the tone of your words and your approach. If you love someone, you communicate it (in the workplace, organization, family, friendship). If you don’t love that person, the conversation won’t turn out redemptively for you, the other person, or the situation. Loving that person matters.

Monday Morning Moment – Use Your Words – Deb Mills

5 Friday Faves – Beyond the Guitar’s “Spirit”, Reducing Brain Fog, Crucial Conversations, the Precious Nature of Life, and What We Have in Common – Deb Mills (esp. the Faves of “Crucial Conversations” and also “What We Have in Common”

Monday Morning Moment – Strengthening Decision-making with Collaborative Conversations – Deb Mills

Two of Scott Sauls’ blogs below – wisdom

Weeping in Nashville – Where Is God When Unspeakable Acts Beget Unspeakable Sorrow? – Scott Sauls

Once Upon a Time, Tolkien Felt Like a Failure – Give Your Failure Some Time, and It May Become Your Truest Success – Scott Sauls

Attending or Focus, Attitude, Books, Communication, Conversations, Critical Thinking, Decision-making, Leadership, Life Skills, Monday Morning, Monday Morning Moment, Productivity, Purpose, Relationships, Team, Transformational, Transitions, work, Work Culture, Workplace Culture, Workplace or Marketplace

Monday Morning Moment – Strengthening Decision-making with Collaborative Conversations

April 2, 2019 admindeb 1 Comment

Photo Credit: AJCarlisle.files.wordpress.com

[Adapted from the Archives]

Change is normal, and resisting change is normal as well. You may be part of an organization or company where sweeping changes are being implemented, even this week. Or maybe you are not on the inside loop of these decisions, so you are not privy to the change coming. Whether you are part of that process or not, consider how you might have a role in making change work, in your sphere of influence, among your colleagues.

You may already have read and profited from the book Crucial Conversations. Now consider collaborative conversations. Collaboration, simply defined, is “working together towards shared goals”. Collaborative conversations bring a collective intelligence to bear on the problem to be solved, vision to be defined, or direction to be changed.Photo Credit: ThoughtFarmer.com

David Perkins, a Harvard professor, wrote about collaborative conversations in the workplace, using the metaphor of King Arthur’s round table. He described the beneficial nature of bringing several principal players (or stakeholders) to the table and treating each one with an equal or autonomous voice.

Perkins’ book King Arthur’s Round Table: How Collaborative Conversations Create Smart Organizations is a tremendous resource in developing this kind of decision-making work environment. An Executive Book Summary* can help you get started.

“A round table makes it a little easier to pool mental effort. A round table makes a group a little more intelligent…For a group to display intelligence in a sustained way, the members have to value their exchanges and stick together to keep making them. This depends on positive symbolic conduct [side messages sent by our words and behavior]…and collaboration… It’s not ideas, but people with ideas that make things happen.” – David Perkins

“One of the simplest ways to immunize a culture against broken trust, corruption, and animosity is to build a common vision.” – David Perkins

I personally thrive in such a setting and intuitively understand the value-adding nature of collaborative conversations. In researching this workplace topic, and choosing the links below, I came across a fascinating paper** by Heather Davis, a professor of RMIT University Australia.

Davis presented her paper at the 14th International Conference on Thinking (2009, Malaysia). She discussed how workplace leaders often choose “languages of war” in making and communicating decisions and creating change. Her paper is heady stuff but if you read her thoughts below you will want to read the whole paper. It gives huge support to the role of collaborative conversations.

“In [leadership’s] ‘language of zealous allegiance’, there are expectations of allegiance [in the workplace] that lay a path for uncritical acceptance and passivity. This manifests in an expectation that followers be conscripted wholly to the cause. There is little room for questioning. ‘Conscription means one important thing: there is no questioning of orders, one only executes them; “either you’re with us or you’re against us”.’ “

“Rhetoric plays out in the workplace too and can be tested by how well leaders:

hear and acknowledge the ‘other’ point of view,
see the ‘other’ as people rather than pawns or simply abstractions,
manage the distance, materially and metaphorically, between themselves and the people and sites affected by their decisions.”

“In the corporate world there are many examples of executives living and working in gated communities or otherwise removed by dint of corporate hierarchy or geography from the people and conditions affected by their decisions. Often, these leaders are also surrounded by people who can only agree, leading to little opportunity for double loop learning or deeply reasoned decision making processes. Whether our leaders live in gated communities is their business, but if they think, work and take refuge within a ‘gated’ mindset then we all need to be concerned. These conditions lead to hubris and have been the undoing of many leaders and corporations.”

“The role of the organisation is ‘to know its purpose and not be diverted from it’ (Drucker, 1993). This is a timely reminder here – easier said than done in times of flux, complexity and discontinuous change.”

“The main difference between Perkins’ languages of war and peace are that the war metaphor is founded on exclusivity and a preference for limiting discourse to its [leadership’s] own narrowly defined boundaries. Perkins’s peace metaphor is founded on inclusivity and opening up the space for conversations and conflicting views [i.e., collaborative conversations].”

“Oppositional language and the pitting of one deeply held worldview against another will not lead to resolving the underlying problems of the workplace. Rather, space for conversations to surface underlying assumptions is required. Perkins’ language of peace metaphor confirms that that there are always other lenses to view the world through, not just the one that [leadership] prefers.” – Heather Davis

Provocative reading from this Australian educator.

Bottom line: Those of us in leadership carry a great burden of responsibility. We at times must make difficult and sometimes painful decisions. Adding voices to that decision-making can generate even more challenging processes to negotiate. However, we will make more sustainable decisions for “better futures” if we bring those most affected (or most experienced or insightful) to the table. Whenever possible. That’s the gain of collaborative conversations – working together toward shared vision and shared ownership.

Stay engaged in your workplace. Don’t entertain indifference. Stay in the conversation. You can make a difference.

*King Arthur’s Round Table – How Collaborative Conversations Create Smart Organizations by David Perkins – an Executive Book Summary

**Troubling Invisible Barriers to Better Futures: Surfacing the “Five Languages of War” in the Workplace – a scholarly paper by Heather Davis, presented at the 14th International Conference on Thinking

Leadership Lessons from King Arthur – a Review of Harvard Professor David Perkins’ book King Arthur’s Round Table

The Five Literacies of Global Leadership – What Authentic Leaders Know and You Need to Find Out – by David Hames – Business Book Summary

The Perils of Indifference – a Speech by Elie Wiesel

How to Lead When Change is the New Normal – Emer Coleman

The Art of Collaboration (Collaborative Behaviors) – by Steve Dale (includes a SlideShare)

Collaboration: What Does It Really Mean? – Carlos Dominguez

What Is a Coaching Conversation? from Opening the Door to Coaching Conversations by Linda Gross Cheliotes and Marceta Fleming Reilly

Cutting Through the Hype – What “Collaboration” Really Means – ThoughtFarmer.com

5 Choices You’ll Regret Forever – Travis Bradberry

Books, Conversations, Critical Thinking, Language, Lessons Learned, Life Skills, Monday Morning Moment, work, Workplace or Marketplace

Collaborative Conversations – Quotes to Stir Your Thinking on Leadership and Language in Workplace Decision-making

August 3, 2015 admindeb Leave a comment

Photo Credit: AJCarlisle.files.wordpress.com

“A round table makes it a little easier to pool mental effort. A round table makes a group a little more intelligent…For a group to display intelligence in a sustained way, the members have to value their exchanges and stick together to keep making them. This depends on positive symbolic conduct [side messages sent by our words and behavior]…and collaboration… It’s not ideas, but people with ideas that make things happen.” – David Perkins

“One of the simplest ways to immunize a culture against broken trust, corruption, and animosity is to build a common vision.” – David Perkins

“In [leadership’s] ‘language of zealous allegiance’, there are expectations of allegiance [in the workplace] that lay a path for uncritical acceptance and passivity. This manifests in an expectation that followers be conscripted wholly to the cause. There is little room for questioning. [Davis quotes Hage]: “Conscription means one important thing: there is no questioning of orders, one only executes them; ‘either you’re with us or you’re against us’. “ (Hage, 2004, p. 3).””

“Rhetoric plays out in the workplace too and can be tested by how well leaders:

hear and acknowledge the ‘other’ point of view,
see the ‘other’ as people rather than pawns or simply abstractions,
manage the distance, materially and metaphorically, between themselves and the people and sites affected by their decisions.”

“[Leadership’s] language of regrettable necessity translates directly to the “There Is No Alternative”. [This strategy] is used to always move the focus of discussion away from any big picture ‘why’ questions. This is done by shifting the focus to discussions only about the budget pie or, more particularly, the piece of the budget pie that is contestable. People find themselves fighting for a slice of the budget pie and energies focus only on the ‘pie’ and getting the biggest piece of it. This shifts the focus from larger issues such as whether the budget is set correctly, what has been included and what has been excluded. Thinking about alternatives is never an option.”

“Language is the visible tip of the cultural iceberg that largely remains hidden.”

“Perkins (2007) used two metaphors in his presentation and so far I have only privileged the five languages of war metaphor in this discussion. The other metaphor used was the “five languages of peace”. The main difference between Perkins’ languages of war and peace are that the war metaphor is founded on exclusivity and a preference for limiting discourse to its [leadership’s] own narrowly defined boundaries. Perkins’s peace metaphor is founded on inclusivity and opening up the space for conversations and conflicting views [i.e., collaborative conversations].”

Provocative reading from this Australian educator. Bottom line: Those of us in leadership carry a great burden of responsibility. We at times must make difficult and sometimes painful decisions. Adding voices to that decision-making can generate even more challenging processes to negotiate. Still, we will make more sustainable decisions for “better futures” if we bring those most affected (or most experienced or insightful) to the table. Whenever possible. That’s the gain of collaborative conversations – working together toward shared vision and shared ownership.

Stay engaged in your workplace. You can make a difference.