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Archive for the ‘Authentic Speaking’ Category

Authentic Speaking – Possibilities & Opportunities

09 Jun

Nothing comes into existence that is not a possibility first in the mind of someone.  This stage of the speaking map is about inventing possibilities to take care of what you want for yourself, the other, the team and/or the company. Sometimes this is the most difficult part of the Authentic Speaking Map™ because people are so predisposed to nothing working; they become a conversation for no possibility. When I coach an authentic conversation between two people, one of the keys to success is to open each person’s mind to the possibility of possibility.

 Once you have a rich set of possibilities, which you can think of as an inventory of possibilities, you can move to vet out which possibilities represent real opportunities and are worthy of taking action.  When you select a real opportunity you will know it because it resonates with you, it pulls you toward action. 

 If you cannot find an opportunity that resonates with you, you have to go back and invent more possibilities until you have a rich enough set of possibilities from which you can find an opportunity that pulls for its implementation.

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Authentic Speaking-Wants

02 Jun

With this post I am moving into the second half of the Authentic Speaking™ Map.   The first half deals with the facts/interpretations/feelings and focuses on creating understanding around the concerns and commitments of the speaker.  The second half of the map focuses on coming to an agreement between the speaker and the listener.  I will show how this occurs when I bring everything together and discuss how to use the speaking map in conjunction with the Authentic Listening™ Map.  I will cover the Authentic Listening Map after I finish the next two segments of the Authentic Speaking Map.

In my experience coaching authentic conversations, I find that the participants, many times, do not have clarity on what they want.   Declaring what you want is critical to a successful resolution of an issue or conflict.  Believe it or not, declaring what you want is difficult for many people.  These people tend to live in expectation, but without their willingness to declare what they want, they usually fail to get what they want. 

Declaring what you want requires a sense of personal awareness and the courage to disclose that awareness. 

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Conversational Hurricanes – Feelings

26 May

Have you ever experienced a conversation that went wrong?  Even with the best of intentions, conversations can move into a domain we call “Conversational Hurricanes.”  The first part of this post describes this phenomenon, and gives you some distinction so you can begin to gain better control over your automatic reactions and to design powerful authentic conversations.  You cannot intervene in a world you cannot see.

The second part of the post discusses the next speech act – Expressives (Feelings).  Conversational Hurricanes get trigged because of the emotional state certain interpretations trigger.  Another aspect of Authentic Conversations is to gain access to and express one’s true feelings.  It is critical to differentiate between real feelings and thoughts disguised as feelings.

 

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Authentic Conversatons – Grounding & The Big Collaspe

24 May

When it comes to assessments, there are two critical skills to master.  One is to ground assessments methodically and the other is to avoid the “big collapse.”

Grounding assessments is critical when you are making decisions that affect your organization and your relationships.  Separating your interpretations from the facts is also a critical skill when making decisions and when coaching someone.  Good coaches are story busters that allow the person they are coaching to reexamine events and generate different, more empowering interpretations. These interpretations give new openings for more effective actions.

 

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Authentic Conversations – Interpretations

20 May

When you are engaged in an Authentic Conversation it is critical that you understand the difference between assertions (facts) and assessments (interpretations).  Where facts are true or false, interpretations are valid or invalid depending on the authority given to the interpretation.  In other words, when I act on an interpretation as if it is valid, then, by my actions, I am giving that interpretation authority.  That interpretation is shaping my actions and my world.  So, it is dangerous to act on interpretations that are not well grounded.  A grounded interpretation means that you have a factual basis for making that interpretation.   Interpretations can only be grounded with facts, not other interpretations.

Distinguishing between facts and interpretations, and between grounded and ungrounded interpretations are critical leadership and management skills.

 

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Authentic Conversations – Facts

18 May

The next step in the authentic conversation after declaring your concern and commitment is to state the assertions (facts) supporting your concern.  Assertions, from a speech act perspective, are either true or false.  They are supported by evidence or agreed to rules of logic.    I use this simple formula to determine whether the statement is a fact or not.  If it can be video recorded, tape recorded or instrumented, it is a fact.  If not, it is not a fact.  It is usually an assessment (interpretation) or another type of speech act.   Developing an ear for what statements are facts versus interpretation is a critical skill of leadership and management.

Facts are always about the past.  There can be no facts about the future.  You cannot predict the future with certainty.

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Authentic Conversations – Speech Acts

14 May

Language is not only descriptive; language creates action.  According to the Stanford Encyclopedia of Philosophy, “Recognition of the importance of speech acts has illuminated the ability of language to do other things than describe reality.  In the process, the boundaries among the philosophy of language, the philosophy of action, the philosophy of mind and even ethics have become less sharp. “

The key to creating high-performance organizations lies in understanding and embodying the language-action relationship. This is critically important to building relationships, trust, gaining alignment and commitment to produce breakthrough results.  In fact, accelerated value creation and the associated results is exponentially proportional to the conversational dynamics an organization is capable of achieving.  What we mean by conversational dynamics is the conversational mode they use when they work together.

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