Conversational leadership emphasizes keen attention, self-discipline, and a certain kind of artistry in
engaging and communicating with others. Conversational leadership does not mean indulging in endless
talking but rather identifying and engaging with the crucial and often courageous exchanges that
facilitate meaningful change. It begins with a leader understanding that one of their critical functions in
shaping and evolving an organization is to consciously address the essential conversations which form
how people think and act. Many of these conversations go unspoken in public settings, remaining
unaddressed because they often reveal the conflicts or tensions that lie below the surface, bringing
controversy and disagreement in their wake. It takes courage for a leader to step into this territory, as it
asks them to let go of control and open up to the input and differences of others.
conversationalleadership.org
Conversational leadership emphasizes keen attention, self-discipline, and a certain kind of artistry in
engaging and communicating with others. Conversational leadership does not mean indulging in endless
talking but rather identifying and engaging with the crucial and often courageous exchanges that
facilitate meaningful change. It begins with a leader understanding that one of their critical functions in
shaping and evolving an organization is to consciously address the essential conversations which form
how people think and act. Many of these conversations go unspoken in public settings, remaining
unaddressed because they often reveal the conflicts or tensions that lie below the surface, bringing
controversy and disagreement in their wake. It takes courage for a leader to step into this territory, as it
asks them to let go of control and open up to the input and differences of others.
conversationalleadership.org
Conversational leadership emphasizes keen attention, self-discipline, and a certain kind of artistry in
engaging and communicating with others. Conversational leadership does not mean indulging in endless
talking but rather identifying and engaging with the crucial and often courageous exchanges that
facilitate meaningful change. It begins with a leader understanding that one of their critical functions in
shaping and evolving an organization is to consciously address the essential conversations which form
how people think and act. Many of these conversations go unspoken in public settings, remaining
unaddressed because they often reveal the conflicts or tensions that lie below the surface, bringing
controversy and disagreement in their wake. It takes courage for a leader to step into this territory, as it
asks them to let go of control and open up to the input and differences of others.
conversationalleadership.org
It’s never enough just to tell people about some new insight. Rather, you have to get them to
experience it in a way that evokes its power and possibility. Instead of pouring knowledge into peoples’
heads, you need to help them grind a new set of eyeglasses so they can see the world in a new way.
John Seely Brown – Seeing Differently
It’s never enough just to tell people about some new insight. Rather, you have to get them to
experience it in a way that evokes its power and possibility. Instead of pouring knowledge into peoples’
heads, you need to help them grind a new set of eyeglasses so they can see the world in a new way.
John Seely Brown – Seeing Differently
It’s never enough just to tell people about some new insight. Rather, you have to get them to
experience it in a way that evokes its power and possibility. Instead of pouring knowledge into peoples’
heads, you need to help them grind a new set of eyeglasses so they can see the world in a new way.
John Seely Brown – Seeing Differently
As we enter a time in which the capacity for thinking together and creating innovative solutions is
viewed as critical to creating business and social value, many of us still live with the idea that “talk is
cheap,” and that most people are “all talk and no action”…..”I believe that we don’t really live in the
world. We live in the conversation we have about the world….And over that we have absolute,
omnipotent power. We have the opportunity to shape that conversation, and in so doing, to shape
history.”
Toms – A Time for Choices – Deep Dialogue for Deep Democracy
As we enter a time in which the capacity for thinking together and creating innovative solutions is
viewed as critical to creating business and social value, many of us still live with the idea that “talk is
cheap,” and that most people are “all talk and no action”…..”I believe that we don’t really live in the
world. We live in the conversation we have about the world….And over that we have absolute,
omnipotent power. We have the opportunity to shape that conversation, and in so doing, to shape
history.”
Toms – A Time for Choices – Deep Dialogue for Deep Democracy
As we enter a time in which the capacity for thinking together and creating innovative solutions is
viewed as critical to creating business and social value, many of us still live with the idea that “talk is
cheap,” and that most people are “all talk and no action”…..”I believe that we don’t really live in the
world. We live in the conversation we have about the world….And over that we have absolute,
omnipotent power. We have the opportunity to shape that conversation, and in so doing, to shape
history.”
Toms – A Time for Choices – Deep Dialogue for Deep Democracy
A core aspect of the new work of leadership involves convening and hosting gatherings to engage
productive dialogue around challenging questions. Leading the conversation is not a neutral role: it is a
role of active involvement. Leaders need to pose the questions and convene the conversations that
invite others to become involved. Developing meaningful dialogue is about creating conceptual fields
that deepen or shift thinking…”
Lambert – The Constructivist Leader
A core aspect of the new work of leadership involves convening and hosting gatherings to engage
productive dialogue around challenging questions. Leading the conversation is not a neutral role: it is a
role of active involvement. Leaders need to pose the questions and convene the conversations that
invite others to become involved. Developing meaningful dialogue is about creating conceptual fields
that deepen or shift thinking…”
Lambert – The Constructivist Leader
A core aspect of the new work of leadership involves convening and hosting gatherings to engage
productive dialogue around challenging questions. Leading the conversation is not a neutral role: it is a
role of active involvement. Leaders need to pose the questions and convene the conversations that
invite others to become involved. Developing meaningful dialogue is about creating conceptual fields
that deepen or shift thinking…”
Lambert – The Constructivist Leader
Adults construct understanding through conversation, yet our meeting agendas rarely provide time for any
conversation at all. The really useful discussion occurs after the meeting has been gaveled to an end, as stimulated
minds seek to make sense of what they’ve just heard. Insights, alternatives and solutions are more likely to arise in
the parking lot after the meeting if participants have not had an
opportunity to engage in conversation about the issues during the meeting proper.
An effective leader who seeks to chair a truly meaningful meeting in which actual change and progress occur will
want to enhance the capacity for effective interaction among the participants.
Conversational Leadership: A way to enhance your leadership and relationships – Ray Jorgensen
Adults construct understanding through conversation, yet our meeting agendas rarely provide time for any
conversation at all. The really useful discussion occurs after the meeting has been gaveled to an end, as stimulated
minds seek to make sense of what they’ve just heard. Insights, alternatives and solutions are more likely to arise in
the parking lot after the meeting if participants have not had an
opportunity to engage in conversation about the issues during the meeting proper.
An effective leader who seeks to chair a truly meaningful meeting in which actual change and progress occur will
want to enhance the capacity for effective interaction among the participants.
Conversational Leadership: A way to enhance your leadership and relationships – Ray Jorgensen
Adults construct understanding through conversation, yet our meeting agendas rarely provide time for any
conversation at all. The really useful discussion occurs after the meeting has been gaveled to an end, as stimulated
minds seek to make sense of what they’ve just heard. Insights, alternatives and solutions are more likely to arise in
the parking lot after the meeting if participants have not had an
opportunity to engage in conversation about the issues during the meeting proper.
An effective leader who seeks to chair a truly meaningful meeting in which actual change and progress occur will
want to enhance the capacity for effective interaction among the participants.
Conversational Leadership: A way to enhance your leadership and relationships – Ray Jorgensen
Adults construct understanding through conversation, yet our meeting agendas rarely provide time for any
conversation at all. The really useful discussion occurs after the meeting has been gaveled to an end, as stimulated
minds seek to make sense of what they’ve just heard. Insights, alternatives and solutions are more likely to arise in
the parking lot after the meeting if participants have not had an
opportunity to engage in conversation about the issues during the meeting proper.
An effective leader who seeks to chair a truly meaningful meeting in which actual change and progress occur will
want to enhance the capacity for effective interaction among the participants.
Conversational Leadership: A way to enhance your leadership and relationships – Ray Jorgensen
“Conversation is a meeting of minds with different memories and habits. When minds meet,
they don’t
just exchange facts: they transform them, reshape them, draw different implications from
them, engage
in new trains of thought. Conversation doesn’t just reshuffle the cards: it creates new cards.”
–Theodore Zeldin
“Conversation is a meeting of minds with different memories and habits. When minds meet,
they don’t
just exchange facts: they transform them, reshape them, draw different implications from
them, engage
in new trains of thought. Conversation doesn’t just reshuffle the cards: it creates new cards.”
–Theodore Zeldin
“Conversation is a meeting of minds with different memories and habits. When minds meet,
they don’t
just exchange facts: they transform them, reshape them, draw different implications from
them, engage
in new trains of thought. Conversation doesn’t just reshuffle the cards: it creates new cards.”
–Theodore Zeldin