Introduction
The book Crucial Conversations: Tools for Talking When Stakes Are High by Patterson, Grenny, McMillan, and Switzler gives examples of various strategies for self-differentiated leaders that need to have tough conversations involving high emotions and unsolicited opinions of others. Leaders learn to use these tools to stay composed, discuss concerns, and build trust in an open, honest, and effective manner to move forward with organizational change. Not only is staying calm, remaining focused, and being true to yourself some of the main skills that are required for a self-differentiated leader, but guiding others through difficult challenges is also highly necessary. “At the heart of almost all chronic problems in our organizations, our teams, and our relationships lie crucial conversations – ones that we’re either not holding or not holding well” (Patterson, Grenny, McMillan, & Switzler, 2011). Therefore, using the crucial conversations methodology helps leaders communicate openly, clearly, and confidently, especially in the hardest situations.
Crucial Conversations Process
Basically, there are numerous key strategies in the crucial conversations process that can effectively guide a leader through high stake conversations that create a productive path for organizational change or success (Patterson, Grenny, McMillan, & Switzler, 2011). First, get unstuck, by focusing on what is really holding back the ability to move forward with change, and address the ways to get past it. For instance, important conversations cannot be avoided. Leaders must guide the group to take steps towards the real issue, and have conversations that need to progress further to prevent misunderstandings. Second, start with the heart, which means that a leader should proceed with care and respect for others in the group. For example, leaders can be sure to align their own motives with the desired outcome or overall goals. It is all about focusing on positive results and shared goals. A leader should stay calm, and keep the conversation purposeful. Next, learn to look, by watching for signs that indicate unsafe conversations, or signaling a deeper issue where people have tension, conflicts, or emotional reactions. The conversation should be guided so that it does not go off track, or is not aligned with the end goal in mind. It is crucial to have meaningful discussions where everyone can feel valued or heard. This leads to, make it safe, where everyone feels comfortable to express their thoughts in a space that supports meaningful conversations and mutual respect. Followed by, mastering my stories, by sticking to the facts, to avoid jumping to conclusions, and not making assumptions, or having emotional reactions. Leaders should proceed with clarity and fairness, and make sure not to overreact on anything by having a good intentions perspective. Ultimately, these conversations need to move towards an agreed upon solution. Therefore, go on to, state my path, to clearly and respectfully share viewpoints, and allow others to do the same. This approach should be inviting to all in order to create a balance where all voices are equally heard in the group. Afterwards, explore other paths, when listening to the different shared perspectives, find a common ground to generate solutions that everyone can feel good about. Finally, move to action, after getting on the same page, together the next steps can be defined to move forward with the change that will be taking place to strive for the agreed upon goal. It takes team collaboration when using alternative ideas. Leaders can use these strategies in a personal and professional manner to guide them through difficult conversations and reach their desired outcomes. “If you know how to handle crucial conversations, you can effectively hold tough conversations about virtually any topic” (Patterson, Grenny, McMillan, & Switzler, 2011). In summary, differentiated leadership is about building trust, gaining progress, and resolving conflicts by following the crucial conversations methodology.
Summary
Conclusively, this approach is critical when referring to my innovation plan of rolling out a flex blended environment that supports Schoology, project based learning, and guided instruction to encourage student agency in a significant learning environment that uses COVA. Each person involved needs to be fully aware of their roles and responsibilities within this learning community. For example, after deciding on how guided instruction will be put in place and followed, decisions can be summarized to set the main goals, tasks can be aligned with what needs to be completed, and ways to track progress can be followed up on. “Despite the importance of crucial conversations, we often back away from them because we fear we’ll make matters worse” (Patterson, Grenny, McMillan, & Switzler, 2011). But,when a leader declares the step by step process, then the process is organized and it ensures accountability of all individuals that are involved. To wrap it up, “Twenty years of research involving more than 100,000 people reveals that the key skill of effective leaders, teammates, parents, and loved ones is the capacity to skillfully address emotionally and politically risky issues” (Patterson, Grenny, McMillan, & Switzler, 2011). Therefore, in essence, as a self-differentiated leader, I can use the crucial conversation strategies to address any concerns, gain overall support, and successfully implement my innovation plan that creates a learning environment to empower and support both students and teachers together.
REFERENCES
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2011). Crucial conversations: Tools for talking when stakes are high (2nd ed.). McGraw-Hill.
Jackie Bittner M.Ed. 