Crucial Conversations

One of the things that I learned in Friedman’s Self Differentiated theory is that leaders must have clearly defined their boundaries. The Crucial Conversations Model provides a layout in order to lead conversations and in order to even begin dialogue through a crucial conversation we first have to begin with the reason it is taking place. I have always been told to approach every new conversation or challenge with an open mind. I believe that this advice can pertain to many things and careers.

My innovation plan consists of convincing staff and campus leaders to buy into the plan to teach students in grades 3-5 to build and maintain their own e-portfolios. I believe that this can be seen as a daunting task especially for teachers who are already overwhelmed and may not have the skills necessary to run out the gate to implement into their classrooms. That’s why before having these crucial conversations, it is important to think about what your goal is and what you want to gain from the conversation. My plan when having these crucial conversations is to provide opportunities for the people who have doubt or concerns to truly reflect how they feel and be heard. Many issues that contribute to unsuccessful conversations stem from both parties having what they want to say in mind, but not actually listening to the other side. This just entrenches both sides of the conversation in their original way of thinking without giving consideration to the other. As the leader of these crucial conversations it will be my job to approach all discussions with a positive and open mindedness. When I achieve this it will create a better and a trusting environment for individuals to be open for dialogue.

As with most things, there will be challenges. To address these behavioral challenges it is important to find mutual purpose and maintain mutual respect for each other. Although I am the leader in this situation, it is important that both parties understand that they have the same purpose and must work together in order to achieve their goal. As you continue to implement these strategies into these crucial conversations the chances of success grow even higher.

References:

Camp, J. [Mathew David Bardwell]. (2010, November 10). Friedman’s theory of differentiated leadership made simple [Video file]. Retrieved from https://www.youtube.com/watch?v=RgdcljNV-Ew&feature=youtu.be

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2012). Crucial conversations: Tools for talking when stakes are high. New York: McGraw-Hill.