Changing Conversations In Organizations

Focusing on the essential uncertainty of participating in evolving events as they happen, this book considers the creative possibilities of such participation from a complexity perspective.

Drawing on the theoretical foundations laid out in earlier volumes of this series, this book describes an approach to organizational change and development that is informed by a complexity perspective. It clarifies the experience of being in the midst of change. Unlike many books that presume clarity of foresight or hindsight, the author focuses on the essential uncertainty of participating in evolving events as they happen and considers the creative possibilities of such participation. Most methodologies for organizational change are firmly rooted in systems thinking, as are many approaches to process consultation and facilitation. This book questions the suggestion that we can choose and design new futures for our organizations in the way we often hope. Avoiding the widely favoured use of two by two matrices, idealized schemas and simplified typologies that characterize much of the management literature on change, this book encourages the reader to live in the immediate paradoxes and complexities of organizational life, where we must act with intention into the unknowable. The author uses detailed reflective narrative to evoke and elaborate on the experience of participating in the conversational processes of human organizing. It asserts that possibilities are perpetually sustained and changed by the conversational life of organizations. This book will be valuable to consultants, managers and leaders, indeed all those who are dissatisfied with idealized models of change and are searching for ways to develop an effective change practice.

Focusing on the essential uncertainty of participating in evolving events as they happen, this book considers the creative possibilities of such participation from a complexity perspective.

Talk is powerful. And it isn't just ‘difficult' conversations that matter— the everyday dialogue we have with one another is critical to both personal and organizational success. Packed with sample dialogues and dozens of personal stories, and backed by solid research and the authors' firsthand observations, The Four Conversations describes how to get maximum results from conversations that every one of us must use to get things done: initiative conversations introducing something new, understanding conversations to help people relate to ideas or processes, performance conversations requesting specific actions, and closure conversations that recognize achievements and signal completion of the work. As Jeffrey and Laurie Ford clearly demonstrate, engage in the right conversation at the right time—plan and start each one well, finish every one effectively—and extraordinary things can happen.

Moments of Impact is a book on a mission: to eradicate time-sucking, energy-depleting workshops and meetings. In our fast-changing world, organizations have important challenges and opportunities to address—and no time to waste. Moments of Impact delivers the single most useful resource for managers and leaders who need better strategic conversation—now—to shape the future of their organizations. Moments of Impact is an essential guide for ambitious leaders who get assigned the hardest and most vexing strategic issues in their organizations, for entrepreneurs trying to manage board expectations, for social change agents pioneering new business models for community impact, for hopeful educators and healthcare practitioners trying to transform slow-to-change industries, and for enterprising students committed to tackling global challenges. Drawing on decades of combined experience as innovation strategists, Ertel and Solomon articulate the purpose, principles, and practices of well-designed strategic conversations. They weave together a lively and compelling mix of social science theories and research, interviews with more than 100 thought leaders, organization leaders, and practitioners, as well as dozens of anecdotes and practical cases from diverse organizations. The book also includes a sixty-page Starter Kit with diagnostic questions, best practices, tips and suggestions, and recommended readings to enable you to put the ideas to work immediately.

Conversations of Change is a practical guide that navigates experienced and inexperienced managers alike through the process of identifying, creating and measuring real and effective change. Learn how to make sense of organizational change, how to set up your change initiative for success and what you need to know to implement change well.

A FINANCIAL TIMES BEST BOOK OF THE YEAR • An essential tool for individuals, organizations, and communities of all sizes to jump-start dialogue on racism and bias and to transform well-intentioned statements on diversity into concrete actions—from a leading Harvard social psychologist. FINALIST FOR THE FINANCIAL TIMES AND MCKINSEY BUSINESS BOOK OF THE YEAR AWARD • LONGLISTED FOR THE PORCHLIGHT BUSINESS BOOK AWARD “Livingston has made the important and challenging task of addressing systemic racism within an organization approachable and achievable.”—Alex Timm, co-founder and CEO, Root Insurance Company How can I become part of the solution? In the wake of the social unrest of 2020 and growing calls for racial justice, many business leaders and ordinary citizens are asking that very question. This book provides a compass for all those seeking to begin the work of anti-racism. In The Conversation, Robert Livingston addresses three simple but profound questions: What is racism? Why should everyone be more concerned about it? What can we do to eradicate it? For some, the existence of systemic racism against Black people is hard to accept because it violates the notion that the world is fair and just. But the rigid racial hierarchy created by slavery did not collapse after it was abolished, nor did it end with the civil rights era. Whether it’s the composition of a company’s leadership team or the composition of one’s neighborhood, these racial divides and disparities continue to show up in every facet of society. For Livingston, the difference between a solvable problem and a solved problem is knowledge, investment, and determination. And the goal of making organizations more diverse, equitable, and inclusive is within our capability. Livingston’s lifework is showing people how to turn difficult conversations about race into productive instances of real change. For decades he has translated science into practice for numerous organizations, including Airbnb, Deloitte, Microsoft, Under Armour, L’Oreal, and JPMorgan Chase. In The Conversation, Livingston distills this knowledge and experience into an eye-opening immersion in the science of racism and bias. Drawing on examples from pop culture and his own life experience, Livingston, with clarity and wit, explores the root causes of racism, the factors that explain why some people care about it and others do not, and the most promising paths toward profound and sustainable progress, all while inviting readers to challenge their assumptions. Social change requires social exchange. Founded on principles of psychology, sociology, management, and behavioral economics, The Conversation is a road map for uprooting entrenched biases and sharing candid, fact-based perspectives on race that will lead to increased awareness, empathy, and action.

“A must read for anyone in business, government or academia. The lessons Hayashi teaches are all too often taken for granted. This work distills a lifetime of experience into easily understood actions that can benefit us all.”–Joseph Major, Chairman and CEO, The Victory Bank Key Conversations for Positive Change--SAY IT RIGHT FOR BUSINESS AND CAREER SUCCESS Whether you’re trying to motivate a team, negotiate a contract, make a sale, ask for a raise, land a new job, or terminate an employee, the conversations you have will either help you succeed or undermine your goals. Communication expert and leadership coach Shawn Kent Hayashi has spent more than two decades studying how the things people say impact their business and professional lives. In her new book CONVERSATIONS FOR CHANGE: 12 Ways to Say It Right When It Matters Most, she not only identifies the twelve most important types of conversations people have, but shows readers how to reach their maximum potential by using these conversations effectively. Hayashi identifies the 12 types of conversations that are vital for growth and success--not just in business but in every area of your life. In order to communicate well you must first master three fundamentals. These are: Building emotional intelligence Understanding workplace motivators Recognizing and adapting to communication styles Readers of CONVERSATIONS FOR CHANGE, can take a free, self assessment at www.WhenTheConversationChanges.com to identify their personal communication style. This is the book that shows you how to: Simplify your message--without oversimplifying it Reduce tensions between you and your listener Quickly recognize and choose the most effective interpersonal communication techniques Be flexible and resilient while staying focused on your objective Choose the right phrases for any situation Use timing to your best advantage