The Art of Focused Conversation, Second Edition

R. Brian Stanfield was a recognized leader in the fields of community development and facilitation. As well as his decades of experience as an educator and researcher, he held the position of Director of Publications at the Canadian Institute of Cultural Affairs for many years. In his career with ICA, he played a role in developing the Technology of Participation (ToP) methods, which are widely used in group facilitation and community work around the world. He was editor of the magazine Edges: New Planetary Patterns, General Editor of the first edition of The Art of Focused Conversation and The Workshop Book, and author of The Courage to Lead. Brian's work made a lasting contribution to the use of participatory practices in facilitation. He died in 2006. Jo Nelson is a Certified ToP Facilitator, a founding member of the International Association of Facilitators (IAF), and an IAF Certified Professional Facilitator Emeritus. She worked globally with the Institute of Cultural Affairs (ICA) for 50 years, facilitating participatory development projects in many countries, and designing and teaching all of ICA Canada's ToP facilitator training programs. She has used and refined the Focused Conversation Method since its inception, was a contributor to the first edition of The Art of Focused Conversation, and is author of The Art of Focused Conversation for Schools and co-author of Getting to the Bottom of ToP: Foundations of the Methodologies of the Technology of Participation. Jo has received several awards for her contributions to the field of facilitation, and has been inducted into the IAF Hall of Fame. Jo Nelson lives in Toronto, Canada.

Preface

Attributions and Gratitude


Introduction:

Origins of the Method


PART 1: THEORY AND PRACTICE

    Ch. 1. Why Do Organizations Need Conversations?

    Ch. 2. The Focused Conversation Method: An Overview

    Ch. 3. The Structure of the Focused Conversation Method

    Ch. 4. How Science Supports Focused Conversations

    Ch. 5. Preparing a Focused Conversation from Scratch

    Ch. 6. Leading a Focused Conversation

    Ch. 7. Troubleshooting: Common Problems and Suggested Solutions


PART 2: SAMPLE CONVERSATIONS

Introduction to the Sample Conversations


Section A. Conversations for Preparing and Planning

    A1. Preparing a Short Presentation

    A2. Getting Input into Writing a Response to a Book or Article

    A3. Preparing a Group to Write a Progress Report or Status Update

    A4. Preparing a Strategic Presentation on a New Product

    A5. Assessing Marketplace Trends

    A6. Preparing for the Impact of Government Regulations on a Product

    A7. Planning an Organizational Community of Practice

    A8. Preparing the Agenda for a Meeting

    A9. Identifying Key Themes to Discuss at a Subsequent Meeting

    A10. Establishing Priority of Topics to Be Discussed

    A11. Planning an Event

    A12. Working on a Promotional Piece

    A13. Selecting a Theme for an Upcoming Conference

    A14. Preparing a Symbol and Slogan for a Public Campaign

    A15. Designing New Customer Service Procedures

    A16. Preparing for Strategic Planning (Through Reflection)

    A17. Focusing a Group on a Shared Problem

    A18. Introducing a New Training Topic

    A19. Assembling a Budget

    A20. Redesigning Office Space

    A21. Organizing an In-House Special Interest Group


Section B. Decision-Making Conversations

    B1. Deciding Work Priorities

    B2. Determining Program Priorities

    B3. Developing Terms of Reference for a Project Evaluation

    B4. Discussing a Staff Response to a Consultant Report

    B5. Implementing a New Board Policy

    B6. Reworking Office Operating Guidelines

    B7. Making Assignments Within a Team

    B8. Deciding on a Trade Show Strategy

    B9. Reframing a Team's Mission

    B10. Helping a Workmate Think Through a Decision

    B11. Breaking up a Decisional Logjam in a Group

    B12. Dealing with Work Environment Issues

    B13. Identifying Gaps between a Current State and a Future State


Section C. Managing and Supervising Conversations

    C1. Canvassing Employees

    C2. Reviewing Work Descriptions

    C3. Interviewing a Job Applicant

    C4. Conducting a Performance Appraisal

    C5. New Managers' Reflection on Their Leadership Roles

    C6. Musing on a Frustrating Meeting

    C7. Reflecting on a Chaotic Meeting

    C8. Creating Participation Guidelines

    C9. Dealing with Delegation Issues

    C10. Interpreting a Shop Floor Grievance

    C11. Discussing an Unexpected and Disruptive Impact

    C12. Discussing Staff Dissatisfaction

    C13. Naming Market Influences

    C14. Analyzing Sales Statistics

    C15. Highlighting the Comparative Profile of the Firm

    C16. Reflecting on a Transition

    C17. Assessing the Impact of a Training Experience

    C18. Building a Phased Timeline for a Restructuring Project

    C19. Reflecting on Organizational Change

    C20. Analyzing Budget Performance

    C21. Troubleshooting a Stalled Project

    C22. Collaborating on a Supply Program

    C23. Reflecting on a Proposal for Departmental Reorganization

    C24. Reflecting on a Recent Decision


Section D. Conversations for Reviewing and Evaluating

    D1. Reviewing a Workshop

    D2. Reviewing the Day with a Group

    D3. Reviewing a Planning Event

    D4. Reviewing the Year

    D5. Reviewing an Organization's Past

    D6. Reviewing a Consultant's Presentation

    D7: Reviewing a Major Report

    D8. Understanding the Ongoing Effects of Major Event on Individuals

    D9. Discussing an Article

    D10. Evaluating a Proposal

    D11. Evaluating a Course

    D12. Evaluating a Curriculum

    D13. Evaluating the Progress of a Project, or Conducting a Lessons Learned

    D14. Evaluating a Marketing Campaign

    D15. Analyzing a Product that Failed to Sell

    D16. Evaluating a Service Offering

    D17. Evaluating a New Software Package

    D18. Evaluating a Conference

    D19. Understanding and Applying Expert Recommendations

    D20. Evaluating the Impact of World Events


Section E. Conversations for Coaching and Mentoring

    E1. Coaching a Colleague

    E2. Talking Through a Job Description

    E3. Mentoring a New Employee

    E4. Holding an Employee to Account

    E5. Discussing a Set of Employee Guidelines

    E6. Reflecting on Evaluations with Instructors

    E7. Meditating on a Difficult Situation

    E8. Mentoring a Staff Person about a Family Crisis Affecting Work #1

    E9. Mentoring a Staff Person on a Family Crisis Affecting Work #2

    E10. Processing a Traumatic Event with an Employee

    E11. Inspiring the Team with a Story

    E12. Debriefing a Training Video

    E13. Creating a Practice of Journaling

    E14. Reflecting on One's Life Journey

    E15. Planning for Personal Growth


Section F. Supporting Diversity and Belonging

    F1. Assessing the Diversity of the Organization

    F2. Reviewing Policies to Strengthen Diversity, Equity, and Inclusion

    F3. Planning for Internationally Trained Workers

    F4. Determining Accommodation Needs

    F5. Manager's Reflection on an Employee's Challenge

    F6. Reflecting on a Derogatory Experience

    F7. Support after Derogatory Comments

    F8. Becoming Aware of Microaggressions

    F9. Uncovering Roots of Unconscious Bias


Section G. Resolving Conflict

    G1. Resolving a Personal Conflict

    G2. Personal Reflection on a Conflict

    G3. Responding to a Personal Complaint

    G4. Calming an Upset Customer

    G5. Initiating Dialogue to Understand a Conflict

    G6. Resolving a Dispute

    G7. Solving a Team Conflict

    G8. Resolving a Long-Term Misunderstanding


Section H. Guiding Personal and Celebrative Reflections

    H1. Reflecting on the Day

    H2. Learning from a Life Event

    H3. Facilitator's Internal Reflection While Leading a Group

    H4. Appraising an Additional Assignment

    H5. Reflecting on a Request to Take on a New Assignment

    H6. Celebrating a Great Victory

    H7. Interviewing the Employee of the Month

    H8. Celebrating a Colleague's Birthday

    H9. Celebrating a Colleague's Retirement: A Conversation with the Person

    H10. Celebrating a Colleague's Retirement: Group Reflection


Section I. Connecting Work and Life

    I1. The After-School Conversation

    I2. Reentry After a Learning Event

    I3. Internal Reflection in a Crisis

    I4. Resolving a Family Dispute

    I5. Processing a Traumatic Event with Family


Appendices

    Appendix 1. Possible Tangible Beginning Points for Focused Conversations

    Appendix 2. Sample Questions at Each Level

    Appendix 3. The Flow of a Focused Conversation

    Appendix 4. Guide for Preparing a Conversation

    Appendix 5. Focused Conversation Preparation Worksheet

    Appendix 6. Example: A Conversation Plan Using the Worksheet

    Appendix 7. Example: A Conversation with Typical Answers

    Appendix 8. Informal Conversations

    Appendix 9. Using the Focused Conversation Method with Other ToP Methods

    Appendix 10. Introduction to Image Change

    Appendix 11. Other Methods That Follow the ORID Process


Bibliography

Index


About ICA

About the Authors

About New Society Publishers