The Four
Conversations:
An Introduction
www.usingthefourconversations.com
www.laurieford.com
Objectives for this Conversation
1. Introduce ideas from
our article in the
Journal of Applied
Behavioral Sciences
on conversations and
change
2. Review the four
productive workplace
conversations
Conversational Profiles Article
JABS, 2008
Conversational Profiles: A Tool for Altering the
Conversational Patterns of Change Managers
Premise: Successful implementation of change
1. Relies on effective communication
2. Requires managers to be aware of whether their
communication is effective or not
3. And, if their communication is not effective,
managers must alter their communication in
order to be more effective.
Conversational Profiles Article
JABS, 2008
Our assertion: Change agents must be able to
move among 4 different types of conversations
1. Initiative – Start something, Speak a future, a vision
2. Understanding - Engage people in defining goals,
developing the plans, and creating the change
3. Performance – Make requests, Make promises,
Make agreements: Get everyone into action
4. Closure – Follow up, Follow through: Create
accomplishment and learn from the change process
Four Conversations for Success
An Example
• Initiative
– Announce a new customer service policy and say
what differences it will make to people
• Understanding
– Have a Q&A session to discuss the new policy and
clarify the ways it could alter people’s current jobs
• Performance
– Clarify who will implement each part of the policy
• Closure
– Report results, thank people, put in corrections
Six Limitations
to a Successful Workplace
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Lateness
Poor work quality
Difficult people
Lack of teamwork
Poor planning and
workload overwhelm
 Insufficient resources
and support
Some Conversations
Slow Things Down
Not all conversations…
– Are productive
– Engage people
– Point people toward accomplishment
– Support good use of resources
Four mistakes slow things down.
1. Unproductive Conversations
Three types of conversation are usually
unproductive.
• Complaints – usually lack commitment
• Blaming – undermines accountability and
credibility
• Gossip – reduces trust
2. Missing Conversations
When we are missing…
• Initiative conversations
People lack enthusiasm, interest, and purpose
• Understanding conversations
People are not engaged, not stepping up
• Performance conversations
No results, wrong results, and missed deadlines
• Closure conversations
Resentment, cynicism, and mistrust build up
3. Missing Accomplishment
To help someone accomplish something, even
a small task, remember to add the
“Accomplishment ingredients”:
– What are we trying to accomplish?
– When do we want to accomplish it?
– Why is this accomplishment important?
• If you leave one ingredient out, there is no
opportunity for accomplishment.
4. Missing Resources
To support people’s accomplishment, add the
“Resource ingredients” to your conversation:
– Who else is involved?
– Where will the resources come from?
And Where will the results go?
– How will it get done?
• If you leave one ingredient out, there is
confusion about resources.
Initiative Conversations
• Propose an idea for an
attractive and worthwhile future
• Show people the value of
fulfilling it
• Stay positive, focus on the goal
– Initiative Conversations are about
the future we want, not the one
we want to avoid
Some Tips on
Initiative Conversations
• First: get all necessary authorities aligned
and talking about resources
• Plan your Initiative Conversation to get
people’s attention and jumpstart new
thinking
• Don’t over-initiate: see things through
• Most common mistake: Assuming people
remember what they are working toward.
Understanding Conversations
• Engage people in
creating the plan
• Say What you want,
When, and Why… then
LISTEN:
– How does this affect their
work?
– What are their ideas for
success?
Some Tips on
Understanding Conversations
• Use a Q&A format: you want input!
- What needs to be done to accomplish this?
- What is a good schedule for us to do it?
- Are there any good measures of success?
• Say (and repeat as needed): What you want,
When you want it, and Why it matters
• Stand by your initiative, but be willing to
collaborate for the goal and the plan
Bonus: New knowledge, new vocabulary, new solutions.
What is “Performance”?
1. Taking an action
2. Producing a result
3. Delivering a service
or communication
• NOTE:
Understanding does
not cause performance.
Performance Conversations:
Ask and Promise
• Make Requests: Ask other people to
take actions or produce results
• Make Promises: Commit yourself to
taking actions or producing results
• These conversations create
agreements.
• They also establish a basis for
accountability.
Likelihood of Taking Action
Condition
Likelihood of
Taking Action
If you hear an idea
10%
If you consciously decide to adopt it
25%
If you decide when you will do it
40%
If you plan how you will do it
50%
If you commit to someone else you will do it
65%
You have a specific appointment with the
person you made the promise to
95%
Make Requests
Ask!
• Will you do What is wanted?
– Be specific about the results
• Will you do it When it is needed?
– Give and get deadlines
• Do you understand Why is it important?
– People need a context
Yes, you have to ask.
Make – and Get – Promises
Ask them…
• Who: Can you make the
promise?
• Where: Can you get
resources and results
where they are needed?
• How: Can you create a
checklist and timeline, or
identify steps and stages?
Performance Conversations:
It’s About Agreements
• Confirm the Agreement
– Your expectations are not
their promises
• Manage the Agreement
– Help people remember
– Make promises public
Closure Conversations
• Create accomplishment.
-- We finished the project.
• Create acknowledgment.
– Thank you for the work you did
on ….”
• Create completion.
– What worked, what didn’t.
– Close the book on past goals,
requests, and promises.
– Avoids “Whatever happened to
______?”
Closure Conversations:
The Four A’s
• Acknowledge the facts: Say what’s so
– Address persistent complaints and conditions
• Appreciate the people
– Recognize accomplishment & contribution
• Apologize for mistakes & misunderstandings
– Take responsibility, even if you didn’t “do it”
• Amend Broken Agreements
• Recognize, Report, Repair, Recommit
Using the Four Conversations
Everyday communication
that gets results:
• Initiative - Start
• Understanding - Engage
• Performance – Ask +
Promise = Agreements
• Closure – Complete the
accomplishment
Conversations
in Work and Life
Your conversations are a vital ingredient in
the quality of your life.
 Reach your goals and help others reach theirs
 Establish and maintain good relationships
 Make things happen, Get things done
 www.usingthefourconversations.com