Crucial Conversations

We can apply the Crucial Conversation method to Implementing the ePortfolio. Implementation of the ePortfolio will result in changes to all business curriculums. We are asking professors to adopt the use of learning ePortfolios so that students can graduate from the business school with an online tool that allows them to see how much they have learned over their four years at Epoka University. 

​

Implementation of the ePortfolio is a complex process that will must likely encounter resistance. Here is where we will apply the methodology of the book Crucial Conversations: Tools for Talking when Stakes Are High. According to the authors, a crucial conversation is one in which the stakes re very significant, opinions vary, and emotions run strong (Patterson, Grenny, McMillan & Switzler, 2002). Throughout the book, the authors emphasize the importance of handling these crucial conversations well to achieve the desired results. 

​

The first step to prevent the crucial conversation is to start with the heart. It is important to know what one wants to communicate and what one wants from one’s team. One needs to be clear of one’s thoughts before bringing them to the table. 

​

Once the conversation starts, it is important to learn to look to see signs. One must look for signs to see if the conversation has turned crucial.  For example, negative emotions can lead our conversation to  take unwanted tracks, or to people feeling unsafe, which can lead to silence or violence. If this happen it is important to step back from our conversation and make it safe again.  Resolving misunderstandings, discussing mutual respect and mutual purpose becomes critical. Apologizing when appropriate, for misunderstandings rather than feelings, is also important.

​

Often, we tend to believe that the stories we tell ourselves about what happens in a conversation are facts. That can, however, generate strong emotions, turning our conversation into a crucial conversation. Mastering one’s stories by getting in touch with one’s feelings and being honest with ourself will help an individual not to lose objectivity in the conversation.

​

Stating one’s path in crucial conversations requires expressing one’s view in a way that is not threatening to others. Sharing facts and avoiding personal opinions and conclusions will build acceptance rather than resistance. Exploring others’ paths by actively listening to others, especially when they express frustration, is a priority in having productive conversations.  Getting others’ perspectives and confirming my understanding by paraphrasing what I have been told by others will encourage the flow of the conversation and help restore safety.

​

Once everyone contributes with their information we will move to action. Turning our conversation into results requieres an action plan. There are four common ways of making decisions related to getting results: command, consult, vote, and consensus. The method to be used will depend on the circumstances. Each method reflects different degrees of involvement. The more involvement that occurs, the greater the commitment, though it decreases efficiency.

​

Usually the person in authority will decide what method of decision making to use. If there is no leader, the decision will be made together by the team. 

​

The skills that Crucial Conversations teach will help me become a self differentiated leader who can manage difficult conversations and get work done better and more effectively and efficiently. As educators, we have the responsibility and ability to speak up in order to provide our students with the best resources and tools so that they can reach their full potential. I feel confident that I can do that.

 

​

References:

 

Camp, J (2010, November 10). Friedman’s theory of differentiated leadership made simple. [YouTubeVideo] Retrieved from https://www.youtube.com/watch?v=RgdcljNV-Ew

 

Patterson, K., Granny,J., McMillan, R., & Switzler, A. (2012). Crucial conversation tools for talking when stakes are high. Columbus, OH: McGraw-Hill.