Changing Conversations from Issues to Possibilities

Photo Credit: Richard Chicoine iCopyright 2010
Metamorphosis continues though seasons change...

Have you ever heard the term "Iconoclast"? 

It was new to me, too, until I heard a CBC radio interview with Gregory Berns,

author of the book, "Iconoclast.  I was hooked.  Let me explain why I had to learn more.

An "Iconoclast" is a successful innovator who overcomes most mental barriers

that stop many of us cold. 

The brain has 3 natural roadblocks that stand in the way of truly innovative thinking:

• flawed perception
• fear of failure
• the inability to persuade others

The question is, how do we - with these "typical roadblocks" - learn how to open up the channels of our perceptions, fears and skills of persuasion?

The answer comes from organizational strategist, Peter Block. 

 He says, start by changing the conversation.

(This month's Leadership Learning Day will feature speakers/performers who have learned to change their conversations... and their success proves the case in point.)

Peter Block says:

“If you want to change the world - or the culture - all you have to do is change the conversation. In the beginning was the word -- that was how the Bible started. Asking the question of what is true wealth invites people to have a conversation they may never have had before. That itself is a measure of wealth! The value of our coming together can be measured by whether or not we are able to have a conversation we have not had before. A conversation is an action." -

Let's look at 2 conversations: 

the first maintains the "status quo"

and the second promotes innovation and inclusion

(2 of the phases of iconclastic thinking).

Conversation "A"

What happens when we "Solve the Problem"?

• The community is defined by its history and its issues

• We solve problems identified by others

• The goals, plans, measures and consequences are set by others

• Cost and efficiency dominate (we can't  afford to do "this" and this is why...)

• We seek answers and a defined destination

• Members express dissent as a stance in reaction to others, a demand for how they should change, and the beginning of negotiation based on past examples

• Prefer safety and security, choose a predictable future

• Negotiation, force or control of resources creates a better future.

Conversation "B"

“What happens when Possibilities are explored?”

• The community is defined by its connectedness and its possibility

• We define and solve problems ourselves
• The goals, plans,  measures and consequences are set by us (and teams work within that flexible boundary)
• Purpose and relatedness dominate (silos are replaced by connectedness)
• We trust questions and an emergent path (appreciative enquiry looks for the best in people and their work)
• Members may express dissent as a personal stance, a choice that defines us. This kind of dissent is the beginning of a conversation ("Tell me more about what you are thinking")
• Prefer adventure, choose freedom, positive anxiety, and comfortable with vague future (when the leader role models, others follow the pattern)
• Relatedness, accountability and diverse engagement create a better future.

Conversation B creates a context that nurtures an alternative future, one based on inclusiveness and hospitality.

This context helps to initiate conversations that shift our experience - through the way we bring people together and the nature of the questions we use to engage them.

Innovation happens because people

(who know how to change the conversation)

go ahead

and do

what others say cannot be done.

As leaders... "respect" for others emerges in our conversations when

we focus on the gifts, talents and strengths of others around us.

See you  Thursday!

Maggie