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This is a modified version of the deck from my culture design workshop at PARISOMA on June 3, 2014.
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FOSTERING EFFECTIVE COMMUNICATION
CULTURE DESIGN WORKSHOP
Larissa Conte
PARISOMA 06.03.14
What makes communication e!ective or ine!ective in a business context?
FRAMING CULTURE
The evolving pattern of beliefs, values, & behaviors shared amongst a group.
CULTURE DEFINITION
Beliefs CULTURE SHAPES AND IS SHAPED BY
Behaviors o Language o Systems o Processes o Leadership o Artifacts o Feedback
o Communication o Decision-making o Place-making o Rituals o Attire o Taboos
o Explicit values o Implicit values
Values o Worldviews,
Mindsets (=What’s good, valuable, true, etc.)
81%
CULTURE IMPACTS BUSINESS SUCCESS
50-200%
Hiring failures due to poor culture fit
The cost of replacing a hire as a percent of their annual salary
40%+ New hires likely to fail in 18 months
-‐“Why New Hires Fail,” Leadership IQ, 2005 h;p://www.prweb.com/releases/2005/09/prweb287275.htm -‐
THE POWER OF MINDSET
Leads to desire to
look smart
Leads to desire to learn
Growth Mindset Fixed Mindset Intelligence is static
Intelligence can be
developed
DR. CAROL DWECK
MINDSET AND COMPANY CULTURE “We know from our studies that people with the fixed mindset do not admit and correct their deficiencies. And a company that cannot self-correct cannot survive . . . Instead of learning, growing, and moving the company forward, everyone starts worrying about being judged . . . It’s hard for courage and innovation to survive a company-wide fixed mindset.”
DR. CAROL DWECK
Getting work done
FUNCTIONS OF COMMUNICATION Building relationship
o Making requests & agreements
o Making decisions o Making mistakes o Giving/receiving feedback o Learning
o Connecting as people o Dealing with conflict o What you reward/punish
& how
(IN)EFFECTIVE COMMUNICATION HABITS
COMMUNICATION IS A FUEL
o The lifeblood of relationships o The clarity enabling alignment o The information exchange powering execution
BELIEFS THAT BLOCK COMMUNICATION
Communication issues will sort themselves out. Communicating isn’t a priority—there are more important things to do for the business. Conflict is to be avoided at all costs. Sharing about vulnerability = weakness.
o Avoiding reality/evasion o Being unaware of reality o Conflict as blood sport o Wanting to be “nice” o Holding back the truth o Blaming others
o Talking behind backs o Being indirect o Assuming people know
what you’re talking about o Making unclear requests o Withholding empathy
BEGIN BY OWNING YOUR POOR COMMUNICATION BEHAVIORS
Pay attention, track yourself. Listen deeply. Acknowledge what’s so. Take corrective action and lead by example. Be direct, clear & specific. Be human—empathetic, respectful, honest. Consider the other person’s point of view. Make time to communicate. Don’t act like a jerk & when you do, own it. Rewire false beliefs & adopt new behaviors.
BROAD KEYS TO COMMUNICATION
RECIPE FOR BEHAVIOR CHANGE FRAMEWORK
Name the Antidote
Assess Benefits & Costs of Behavior
Create a Plan for Change
ID the Behavior that Doesn’t
Serve
Articulate the Limiting Belief
(optional)
THE VALUE OF TENSION AND CONFLICT
FROM AVOIDANCE TO ENGAGEMENT
Rather than relating to tension or conflict as “bad,” what if instead they were indicators that something’s out of alignment and that there’s an opportunity to evolve?
FROM AVOIDANCE TO ENGAGEMENT
And how often might our high emotions be a result of coming from a Fixed mindset?
ENGAGING CRUCIAL CONVERSATIONS
Important Steps:
1 Share your observations of the other person’s behavior ***Avoid interpretation 2 Describe the impact of their behavior on you and
the company
3 Make a clear request for how they can improve their behavior in the future
