Dr Neil Wooding  Director, Public Service Management Wales  Equality and Human Rights Commissioner
How to conduct a clever conversation
Conversations are the DNA of human and organisational transformation  they shift perspective, change hearts and minds and ...
A conversation is an exchange of ideas or views between two or more people using a common vocabulary and a shared cultural...
Conversations connect people in time and space they provide the social glue that facilitates engagement
Transforming the way people think and behave is critical to delivering change  ‘Thinks don’t change people do’ Change is o...
Four kinds of conversation to achieve change Transformational  Transactional Instructional  Informational
Informational Conversations   Giving knowledge and information to others in an non-reciprocal way  Sharing advice, knowled...
A suggestive mode of  conversation requiring: knowledge and expertise  Effective communication/language skills  Understand...
Instructional Conversations   Telling someone what to do or what to think  Contingent upon possessing sufficient power or ...
A coercive form of communication Requiring a directional or commanding style of behaviour, requiring low level of interact...
Transactional Conversations An exchange of resources of equal value or benefit  Change is contingent upon being able to of...
A negotiating conversation requiring an awareness of the needs of others, an ability to trade/exchange resources fairly an...
  a degree of trust based upon a model of mutual self-interest to bond both parties Lasts as long as the trade remains wor...
Tranformational Conversations   Building a commitment to change from within, developing a joint vision that inspires all p...
Participative conversations  Requiring the ability to co-create with others to engage in appreciative inquiry, to extend i...
The conversations leaders have with their colleagues and teams must be: Informational  Instructional  Transactional  Trans...
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Dr Neil Wooding

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Dr Neil Wooding

  1. 1. Dr Neil Wooding Director, Public Service Management Wales Equality and Human Rights Commissioner
  2. 2. How to conduct a clever conversation
  3. 3. Conversations are the DNA of human and organisational transformation they shift perspective, change hearts and minds and influence thoughts and behaviours
  4. 4. A conversation is an exchange of ideas or views between two or more people using a common vocabulary and a shared cultural logic It is a vehicle for defining who we are and what we believe
  5. 5. Conversations connect people in time and space they provide the social glue that facilitates engagement
  6. 6. Transforming the way people think and behave is critical to delivering change ‘Thinks don’t change people do’ Change is often painful, distressing stressful and conflict creating
  7. 7. Four kinds of conversation to achieve change Transformational Transactional Instructional Informational
  8. 8. Informational Conversations Giving knowledge and information to others in an non-reciprocal way Sharing advice, knowledge, experience and insight
  9. 9. A suggestive mode of conversation requiring: knowledge and expertise Effective communication/language skills Understanding of needs Endures until new information is imparted
  10. 10. Instructional Conversations Telling someone what to do or what to think Contingent upon possessing sufficient power or authority to ensure compliance
  11. 11. A coercive form of communication Requiring a directional or commanding style of behaviour, requiring low level of interaction, Focused upon delivering tangible prescribed change Lasts as long as power is exercised
  12. 12. Transactional Conversations An exchange of resources of equal value or benefit Change is contingent upon being able to offer what others need and in return are prepared to trade
  13. 13. A negotiating conversation requiring an awareness of the needs of others, an ability to trade/exchange resources fairly and judiciously,
  14. 14. a degree of trust based upon a model of mutual self-interest to bond both parties Lasts as long as the trade remains worthwhile for both parties
  15. 15. Tranformational Conversations Building a commitment to change from within, developing a joint vision that inspires all parties to perform beyond expectation in collaboration with each other
  16. 16. Participative conversations Requiring the ability to co-create with others to engage in appreciative inquiry, to extend influence beyond the realm of personal control, to be mindful, flexible and in the moment Lasts until the transformation is complete
  17. 17. The conversations leaders have with their colleagues and teams must be: Informational Instructional Transactional Transformational 10% 5% 10% 75%

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