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Working conversations
Building a repertoire for working effectively with others
It’s about repertoire…
A stock of plays, dances, or items that a
company or a performer knows or is prepared to
perform.
A...
And context
Context depends on
the way we make
sense of situations…
...how old is this
person?
Repertoire is a response to context.
Remove the traffic controls and drivers,
cyclists and pedestrians have to think and
w...
4 conversations
Create your repertoire of working
conversations by choosing from
4 menus:
4 phases in a conversation
4 way...
4 conversations…
1 Introducing repertoire
2 Aligning with repertoire
3 Enlarging repertoire
4 Managing our own repertoire
...
Introducing repertoire: on the job methods,
skills and knowledge
Aligning with
repertoire:
making sense of
the signs that point
out the working
context. Exploring
how to be effective
as t...
Enlarging repertoire: encouraging people to
explore the territory beyond their comfort
zone
Managing our own repertoire: working on our
ability to make sense of situations and
respond to changes in context
4 phases in a conversation…
1 Situation
2 Leverage
3 Options
4 Who, what, when
Aims and goals:
Assess the need for you to ...
Situation: establishing what’s going on - the
strands and issues in the current situation
Leverage: uncovering
aspirations and
working out the sort
of changes that will
make a difference to
the situation
Options: designing what could be
done - coming up with a number
of ways of changing the situation
Who, what, when: choosing from the options
and sorting out who will be doing what and
when they will do it
4 ways of taking part…
1 Expert
2 Guide
3 Developer
4 Catalyst
Aims and goals:
Establish where you want to make an impact ...
Expert: the
conversation
revolves around
action - step by step
detail of how to
handle the situation
Guide: the conversation is mostly focused
on enlarging and exploring the options and
choices in the situation
Developer: the conversation is aimed at
clarifying goals - what are we trying to
achieve in this situation?
Catalyst: the conversation is
focused on sparking new thoughts
and creating fresh opportunities
4 things to explore…
1 Context
2 Capability
3 Climate
4 Capacity
Context
Capability Climate
Capacity
Aims and goals:
Clari...
Context: the bigger picture, industry
dynamics, business goals
Capability:
Methods and
systems, technical
knowledge, end to
end effectiveness
Climate: Habits and norms, management
style, decision taking
Capacity: Roles
and skills,
personal
responsibility,
untapped
potential
Select a path and shape the way
you take part…
4 conversations
4 phases in the conversation
4 ways of taking part
4 things...
Jon Kendall
castletonconsulting.co.uk
@jon_kendall
jon.kendall@castletonconsulting.co.uk
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Working conversations

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Business is mostly about dealing with change. And although consultants like us will try to suggest that we are surrounded by the need for transformational change it might just be that it's better for us mere mortals to focus on making incremental improvements. Our pitch here is to get away from the notion of coaching, where there are power based roles - a coach and a coachee, and simply focus on taking part in a conversation. We outline a menu of options for taking part - like a four course meal with four options for each course. We hope you find the choices both appealing and nutritious! Comments, mods and challenges are welcome

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Working conversations

  1. 1. Working conversations Building a repertoire for working effectively with others
  2. 2. It’s about repertoire… A stock of plays, dances, or items that a company or a performer knows or is prepared to perform. A stock of skills or types of behaviour that a person habitually uses
  3. 3. And context Context depends on the way we make sense of situations… ...how old is this person?
  4. 4. Repertoire is a response to context. Remove the traffic controls and drivers, cyclists and pedestrians have to think and work with each other in real time rather than simply obeying orders. Result - fewer accidents and faster flowing traffic
  5. 5. 4 conversations Create your repertoire of working conversations by choosing from 4 menus: 4 phases in a conversation 4 ways of taking part 4 things to explore
  6. 6. 4 conversations… 1 Introducing repertoire 2 Aligning with repertoire 3 Enlarging repertoire 4 Managing our own repertoire Aims and goals: Assess the experience of the person you’re working with in relation to the demands of the situation Decide what sort of conversation fits best
  7. 7. Introducing repertoire: on the job methods, skills and knowledge
  8. 8. Aligning with repertoire: making sense of the signs that point out the working context. Exploring how to be effective as the context unfolds.
  9. 9. Enlarging repertoire: encouraging people to explore the territory beyond their comfort zone
  10. 10. Managing our own repertoire: working on our ability to make sense of situations and respond to changes in context
  11. 11. 4 phases in a conversation… 1 Situation 2 Leverage 3 Options 4 Who, what, when Aims and goals: Assess the need for you to be in control of the conversation and who should be doing most of the talking Decide if is this a follow on or new territory The two ends of the spectrum: an open ended exploration or an issue to put on the table
  12. 12. Situation: establishing what’s going on - the strands and issues in the current situation
  13. 13. Leverage: uncovering aspirations and working out the sort of changes that will make a difference to the situation
  14. 14. Options: designing what could be done - coming up with a number of ways of changing the situation
  15. 15. Who, what, when: choosing from the options and sorting out who will be doing what and when they will do it
  16. 16. 4 ways of taking part… 1 Expert 2 Guide 3 Developer 4 Catalyst Aims and goals: Establish where you want to make an impact – is it a case of doing things differently (expert/guide) or thinking differently (developer/ catalyst)?
  17. 17. Expert: the conversation revolves around action - step by step detail of how to handle the situation
  18. 18. Guide: the conversation is mostly focused on enlarging and exploring the options and choices in the situation
  19. 19. Developer: the conversation is aimed at clarifying goals - what are we trying to achieve in this situation?
  20. 20. Catalyst: the conversation is focused on sparking new thoughts and creating fresh opportunities
  21. 21. 4 things to explore… 1 Context 2 Capability 3 Climate 4 Capacity Context Capability Climate Capacity Aims and goals: Clarify the sort of issue you think should be the subject of the conversation? Strategic? Operational? Cultural? Personal?
  22. 22. Context: the bigger picture, industry dynamics, business goals
  23. 23. Capability: Methods and systems, technical knowledge, end to end effectiveness
  24. 24. Climate: Habits and norms, management style, decision taking
  25. 25. Capacity: Roles and skills, personal responsibility, untapped potential
  26. 26. Select a path and shape the way you take part… 4 conversations 4 phases in the conversation 4 ways of taking part 4 things to explore
  27. 27. Jon Kendall castletonconsulting.co.uk @jon_kendall jon.kendall@castletonconsulting.co.uk

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