This week we tackle Chapter 9 of Crucial Conversations: Tools for Talking When Stakes Are High, Second Edition by Patterson, Grenny, McMillan, Switzler. titled Move To Action. The subtitle is a fair summary of the ideas in the chapter: how to turn crucial conversations into action and results.
Just getting information doesn’t necessarily translate into action. This might sound like a truism, however, I can not tell you how many meetings I have observed that get to the end only to let discussion and ideas evaporate like fog. Like airplane trips, the beginning and the ending of crucial conversations are the most dangerous. The authors point out that conversations fail to translate into action for two basic reasons. The first is that no one has agreed on how a decision will be made and the second is a lack of a plan and assigned responsibility for acting.
The book recommends agreeing on how to decide before making the decision. It is hard to argue with that advice and I have heard it come out of my mouth even before reading this book. The type of decision process will be influenced by whether one person in the conversation has authority and responsibility to make a decision or if it has to be a group decision (no one has the authority to make the decision individually). The book points out four basic forms of decision-making:
Command, Consult, Vote and Consensus.
It is my observation that most corporate organizations have fallen into the trap of purely using the consensus approach so that responsibility is defused.
Arguably my favorite part of the chapter are the four questions that can be used to guide which decision-making approach will be best. They are:
Who cares about the decision?Who knows what is needed?Who must agree on the decision?How many people is it worth involving?
The approach is very similar to a simple checklist I like to use.
After making a decision a plan must be put in place to make something happen. Being an agilist, I translate decisions into user stories and put them into the tool being used. Simply put, without a plan of some sort for action, decisions will just evaporate into nothingness.
Chapter 9 is a good actionable chapter that really puts a cap on the whole idea of crucial conversations:
decide what you want to get out of the conversation, make things safe, create a pool of shared information, make a decision, and then dosomething
This was a short chapter but instead of adding chapter 10 (Chapter 10 discusses what to do when things go wrong) I’m going to start the poll for the next book.Crucial Conversations has two more chapters and an afterword left which means we have approximately three weeks to choose what we will read next. I am going to try something a little different this time by focusing on books I’ve read in late 2019 early 2020 and that I carry around with me when I am working. One exception is the inclusion of the runner up from our last poll.
Poll – let me know what you’d like to revisit next!
Take Our Poll
Have other ideas? Feel free to add them in the comments. I will be happy to add ideas to the poll.
Week 1 – Logistics, Forewards, and Prefacehttp://bit.ly/2wls1Mq
Week 2 – Chapter 1: What’s a crucial conversation? And who cares?http://bit.ly/3a7Kivp
Week 3 – Chapter 2: The Power of Dialoguehttp://bit.ly/3aO4cMa
Week 4 – Chapter 3: Start With Hearthttp://bit.ly/2UbJizK
Week 5 – Learn To Lookhttps://bit.ly/3djnnPX
Week 6 – Make It Safehttps://bit.ly/39p4Xu4
Week 7 – Master my Storieshttps://bit.ly/2V1DJUZ
Week 8 – State My Pathhttps://bit.ly/2XtqTSr
Week 9 – Explore Others’ Pathshttps://bit.ly/2ViOGD5
If you do not have a copy or have tossed it at someone during a crucial conversation, it is time to buy a copy. Please use the link https://amzn.to/34RuZ6V (using the link helps support the blog and podcast).
Title: Re-read Saturday: Crucial Conversations Week 10 – Chapter 9 Move To Action
Sourced From: tcagley.wordpress.com/2020/04/25/re-read-saturday-crucial-conversations-week-10-chapter-9-move-to-action/
Published Date: Sat, 25 Apr 2020 23:55:42 +0000