![]() ![]() We are limiting the book club to 10 participants to facilitate ease of discussion of the text and to allow interaction. The materials will include definitions of keywords and a series of questions to ponder for each chapter as you read through the book. We are changing a one time fee of $3.13 which equates to 4.95 (ish) once Eventbrite factors in their fees to encourage people that sign up to show up.Įach session will be outlined in the supplemental material provided for the book club. We are only opening 10 seats for each group of sessions. We are starting our dialog on Friday, April 10th and the event will run over 7 sessions (we will avoid as many religious and national holidays as possible). ![]() The first book is Out Of The Crisis by Deming (don’t have a copy - ) The name is a nod to “Quality, Agile, and Lean Classic Books: Greatness in the Workplace” to the content. ![]() Jon M Quigley and I are starting an online book club to read and discuss the classic books that underpin the lean, quality and agile movements. Please use the link (using the link helps support the blog and podcast). If you do not have a copy or have tossed it at someone during a crucial conversation, it is time to buy a copy. Week 3 – Chapter 2 The Power of Dialogue – Week 2 – Chapter 1: What’s a crucial conversation? And who cares? – Week 1 – Logistics, Forewards, and Preface – The chapter ends with a summary - I suspect that after reading the entire book, browsing the chapter summaries will be a great way to refresh the ideas in the book. The “want” question for refusing a fool’s choice might have been, “I want to discuss getting involved with the team and I don’t want to shut them down by making it an ultimatum.” Coupling the two questions together with an and shifts us away from an either/or scenario. But the team really did not want me to get involved. Last year, I was asked to assess a team’s behavior by an executive. The first question is “what you want from the dialog” and the second question is “what do you really not want” from the conversion. One idea for refusing a fool’s choice I see as being useful is to set up a new choice by asking yourself two questions. When reacting, mentally asking what you want will help you from falling into a fool’s choice and destroying any possibility of dialog. The solution (after knowing what your goal of a crucial conversation is) is to ask yourself “what do I really want here?” Asking yourself this simple question is a redirection/refocusing technique. These three reactionary goals are rarely the real reasons you entered into a dialog. Finally, keeping the peace or going along to get along allows bad decisions to go without discussion. Punishing or retaliating shifts the goal from dialog to delivering pain – not terribly effective for facilitating a free flow of information. Shifting your goal to winning kills healthy dialog and often drives things into the weeds. The authors note that under stress our motives often change from establishing a free flow of meaning to something else such as winning, retaliating, or keeping the peace (my father calls that “going along to get along”). The first is that they know what they want, and secondly, they don’t make fool’s choices (see Chapter 2). There are two important items that make people good at dialog. Reminder – Chapter 2 defines dialog as the free flow of meaning between two or more people. A quote from the book I find useful to summarize the base idea in the chapter is, “If you can’t get yourself right, you’ll have a hard time getting dialog right.” People that are good at crucial conversations have a goal and stay focused on that goal. Start with heart means that we have to establish our goal before getting involved in a dialog.Ĭrucial conversations by definition are stressful, which makes it very easy to wander off course. ![]() The chapter is subtitled how to stay focused on what you really want. This chapter begins to teach the reader “how” to dialog. This week we continue our re-read of Crucial Conversations: Tools for Talking When Stakes Are High, Second Edition by Patterson, Grenny, McMillan, Switzler with Chapter 3, Start With Heart. ![]()
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