Difficult Conversations
We all have conversations that are difficult from time to time. These are stressful, can make you (or the other person) feel bad, and they can take a lot of time to work through.
Frameworks for conversations allow the participants to approach these conversations with some tools to help those conversations stay productive and turn the temperature down at the same time. By using these frameworks, you’ll help make this conversation not personal, be able to calm the situation, and arrive at better solutions, sooner.
What are these difficult conversation frameworks? Let’s get started!
Change Advocate Hats
When working with someone, often we come in with our own hat on. We know what we are going to bring to the table and what we’d like the other person to contribute. Before you even come to this meeting, you should try on another hat. Try the hat of the person who you will be meeting with, what might they expect? Is there a third party affected by the decisions that you’ll be making? Try their hat on. Seeing things from another’s perspective helps us to have a better understanding of what they might bring to the table.
Go to the Neutral Zone
Action and re-action is part of who we are as human beings. These are two ends of a rope that can cause frustration when we don’t take a step back and view. When one person tugs at the end of the rope, the other end’s reaction is likely a huge step forward and then a quick tug back. The two people on the ends could keep tugging back and forth causing actions and re-actions but they might not get anywhere. If you can step away from those two ends and take a look at the whole picture, you can see that neutral zone where you can look at underlying issues that might be causing the tug-of-war. Even having one party step into this neutral zone takes away the constant back and forth and diffuses the difficult or possibly heated conversation allowing the parties to move forward.
Phone-a-friend
I’m sure this is familiar to those who’ve watched a popular T.V. show a “few” years ago. What we are talking about here is an outside source that can aide in the conversation. This could be a research article showing why a suggestion would be the right approach, a colleague that has had a similar experience and can talk to the success of an option, or bringing in facts and figures to support suggested approaches. Whatever it is, that “friend” can help provide support while deciding on a course of action with an outside opinion, not another tug on an end.
Personally, I’ve used each of these in conversations before and each one of them has helped multiple times. Do you have other frameworks or tips you’d like to share? Let us know in the comments!
