In my last newsletter I explored the first five differences between communication and conversation in my infographic.

I come across many managers and executives who believe that communication is sending out a carefully honed email to move towards a particular outcome. It is unidirectional, a monologue, and does not solicit a response. This is when communication is a broadcast.

As a result, I think we talk less about communication regarding our change efforts and talk more about having a conversation.

As I said in my previous newsletter, communication cannot be the means of conversation whilst conversation can be the means of communication.

© 2022 Karen Ferris

Let’s take a look at the last five.

1.   Single event to move towards an outcome v. continuous engagement to achieve an outcome

Communication is on a one-off event intended to move recipients towards an outcome. It is an event to coax, coerce, and convince recipients into a position desired by the communicator. I see this in organisations where the initiator of a change is so convinced of its legitimacy and need that it is assumed everyone else will see it in the same way. Rarely is this ever the case.

A conversation is a series of continuous acts of engagement to achieve an outcome. This conversation starts with why. Why is a change needed? So often, we start with what is going to change and how it is going to change and forget that we must start with why. We have communication that says we are going to undertake a digital transformation (what) and we will start with artificial intelligence and machine learning (how). The only question employees want and need answering is why.

When there is a consensus on the why which could be to remain competitive and stay in business, everyone understands the outcome that must be achieved. Continuous engagement allows everyone to work towards the same outcome with a shared sense of purpose and direction. Continuous engagement allows the need for a change in course direction to be identified early and action taken.

The chances are you have not heard the name John Jefferson Green, yet he was the employee who saved 7-Eleven from bankruptcy. 7-Eleven originated as Southland Ice Company in Dallas and sold ice in blocks for ice boxes back inn 1927. A company employee, John Jefferson Green, with the permission of founder Joe C. Thompson, started to sell eggs, bread, and milk from the retail ice station he worked for. His idea was that milk, eggs and bread had a demand and the ice in the store could keep them fresh.

He believed he would fulfill the needs of customers by selling more products. History proved him right as the “convenience store” business was born. An employee, close to the customer and their needs, identified a change in direction that would save the company.

2.   Transmits facts v. transforms, reshapes

“Conversation is a meeting of minds with different memories and habits.

When minds meet, they don't just exchange facts: they transform them, reshape them, draw different implications from them, and engage in new trains of thought.

Conversation doesn't just reshuffle the cards: it creates new cards.”

~ Theodore Zeldin Historian and Author

Communication transmits facts whereas conversation can transform and reshape ideas.

Communication is transactional whereas conversation can be transformative. Transactional communication passes on facts which we receive but do not have any emotional response. Transformative conversation engages on an emotional level and enables transformation to happen. 

Leaders who get this establish a connection with their audience. They know that without connection there can be no emotional response. They know their audience and what makes them tick. They can have a conversation that resonates with their audience and elicits ideas, feelings, concerns, and thoughts. The elicitation and subsequent exchange can transform good ideas into great ideas and reshape the mundane into the extraordinary.

3.   Know audience wants and needs v. determine audience wants and needs

When we communicate, we assume we know the wants and needs of the audience. The message has been well honed and carefully and considerably delivered.

When we hone our messages we must know our audience, what they want to know, when, and how. If we don’t do this, we are sending messages that will not be heard as they are not aligned with the audience expectations and preferences. This is when your messages truly fall on deaf ears.

Conversations ensure we know what the audience wants and need. It enables us to determine that they are. If we have misunderstood, that misunderstanding will be rapidly called out, allowing us to adjust our engagement approach.

Conversations also allow us to determine how audience wants and needs change overtime. There are many factors that influence how we receive and process the information we receive. These could be both factors internal and external to the organisation. Internal cultural shifts or external political affairs can influence how we perceive and interpret what we are hearing. Conversations allow these changes to be surfaced and addressed.

4.   Passive consumers v. active consumers

When we communicate the consumers of our words are passive. They are not going to take any action and will just let your words flow over them. There is no emotional connection or response. A passive audience can lead some to believe that their silence indicates agreement where in most situations it is quite the opposite. They are silent because they are being presented with a decision that has already been made and they believe they can have no influence of the decision or the outcome.

The silent audience is the most dangerous. The silence is harbouring the key piece of feedback that could reveal a decision to be detrimental to the future of the organisation.

When you have a conversation, our consumers are active. They are connected, engaged, and invested in the outcomes best for themselves, the team, and the organisation. They will share their thoughts, ideas, emotions, feelings, fears, and concerns. The conversation is a continuous engagement to surface all the things that will enable a change to be successful and all the things that will work against it. Change has a much greater chance of success when this conversation takes place.

Active consumers of your conversation believe that their opinion will be both heard and valued and therefore they have some skin in the game.

5.   Exclusive v. inclusive

Communication is exclusive whilst conversation is inclusive. Communication in unidirectional and excludes the audience from being actively involved, providing feedback, and sharing ideas.

When employees do not feel included, they do not feel valued. They do not have a sense of purpose or belonging. Another nail in your Great Resignation coffin.

Employees feel included when the organisation embraces new ideas, perspectives, and views. Employees feel included when they are part of a conversation. They are more likely to share their ideas and opinions as they know they have a voice. They are connected and committed to the wellbeing of the organisation through a sense of belonging. They feel valued and appreciated.

Too many people hide behind the statement “people resist change.” This gives them the excuse when a change goes awry. This gives them an excuse not to connect and explain. Conversation takes longer than communication. If people are going to resist change whatever efforts are made, then let’s just communicate it. We will save time.

I don’t believe people resist change if it is done in the right way.

If you exclude people from change, they will resist it.

When you include people in change, they will support it.

Summary

Let’s have a little more conversation rather than just communication. Let’s connect and explain; talk and listen; engage and exchange; transform and reshape; build relationships and create understanding, for successful change.