As I teach classes on Managing Organizational Change and Managing Conflict in the Workplace to graduate students, we often speak of the importance of communications as the single most important factor in successfully executing change and effectively managing conflict. In the case of conflict, communications is both the cause and the cure. So in that light, "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzer is a great fit for this month’s theme of leading change. The author defines crucial conversations as a “…discussion between two or more people where stakes are high, opinions vary and emotions run strong”. Clearly a scenario anyone who has led change efforts and projects would identify with.

 My particular favorite part of the book is Chapter 9: Move to Action, which speaks to the challenges of turning a conversation into actionable goals. As the authors state, “The two riskiest times in crucial conversation are the beginning and the end.” In the beginning, safety is a key issue so finding the mutual purpose in the conversation will help mitigate the safety concerns. The end is also a challenge because dialogue is not decision making. The need to understand how and when the decision will be made is a key element of ending crucial conversations with mutually agreed upon decisions.

Enjoy the book!