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Dave MacLeod. Scaling Conversations
Table of Contents
Guide
Pages
Scaling Conversations. HOW LEADERS ACCESS THE FULL POTENTIAL OF PEOPLE
THE LIMIT OF OUR COMPETITIVE ADVANTAGE
PART I WHAT'S IN A CONVERSATION?
CHAPTER 1 What's a Conversation? MARGARITA THOUGHTS
CHAPTER 2 Why Do We Need to Scale Conversations?
CRISIS
GROWTH
CONNECTION
CAPITAL
Relationship Capital
Process Capital
Ownership Capital: Don't engage, unify
WHY ELSE ARE MARGARITAS IMPORTANT?
CHAPTER 3 Components of a Conversation
OPENNESS
Intention
Holding Space
VOICE
LISTENING AND ATTEMPTED EMPATHY
SHARED UNDERSTANDING
CHAPTER 4 Why Are Conversations Hard to Scale in Person?
SOCIAL AWKWARDNESS
LOUD VOICES
BIAS
The Biases You Know (BYK)
The Biases You Know You Don't Know (BYKYDK)
The Biases You Don't Know You Don't Know and…You Don't Even Know You Don't Know Them
BEER
CHAPTER 5 Why Are Conversations So Hard to Scale Online?
LOUD ONLINE VOICES
UNHEARD VOICES
CROWD MADNESS
CHAPTER 6 Typical Mistakes Leaders Make at Scale
SURVEYS: MANUFACTURING CONSENT
SURVEYS: DIVISION AND POLARIZATION
OPEN‐ENDED FORMS: INVITE THOUGHTS INTO THE VOID
FOCUS GROUPS: RELY ON FALSE REPRESENTATION
TOWN HALLS: POLITICIZE LEADERSHIP
PART II HOW TO SCALE CONVERSATIONS EFFECTIVELY
CHAPTER 7 Components of a Successful Scaled Conversation
A SAFE PLACE TO SHARE INDEPENDENT THOUGHTS
Safety
Independence
A BIAS‐FREE METHOD TO EVALUATE THOUGHTS ONE BY ONE
A FAIR PROCESS FOR EACH THOUGHT TO BE CONSIDERED EQUALLY
TOOLS TO UNDERSTAND WHAT MATTERS MOST
CHAPTER 8 The Hierarchy of Questions
SAFETY: HOW ARE YOU?
STRUCTURE: HOW ARE THINGS GOING?
CONNECTION: WHAT CAN WE DO TOGETHER?
ALIGNMENT: WHAT CAN WE IMPROVE?
CULTURE: WHAT ARE SOME OF THE BEST EXAMPLES OF US?
VISION: IMAGINE THE FUTURE
TRANSFORMATION: WHAT IS POSSIBLE?
CHAPTER 9 Components of Good Questions for Scaled Conversations
OPENNESS
CANDOR
CONSIDER THE THOUGHTS OF OTHERS
AVOID A SENSE OF FALSE DEMOCRACY
NERC chief has final say and faces dilemma between credibility of the organization and burden of public opinion
MEETS PEOPLE WHERE THEY ARE AT
CHAPTER 10 Synthesizing Scaled Conversations
CREATE A REPRESENTATIONAL DISSEMINATION GROUP
OVERCOME REPTILIAN SURVIVAL BRAIN
DEMONSTRATE LISTENING AND LEARNING
ADOPT LANGUAGE
COMMIT TO ACTION (EVEN IF THE ACTION IS TO TAKE NONE)
Safety
Structure
Connection
Alignment
Culture
Vision
Transformation
CHAPTER 11 Scaling Conversations in Action: Diversity, Inclusion, Mental Health, Equity
DIVERSITY
Diversity
INCLUSION
Inclusion
MENTAL HEALTH
Mental Health
EQUITY
Sales
Equity in Education
NOTES
ACKNOWLEDGMENTS
ABOUT THE AUTHOR
INDEX
WILEY END USER LICENSE AGREEMENT
Отрывок из книги
DAVE MACLEOD
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A few years after Lee and I met with Jim and saw the beta software, we passed over a million people exchanging thoughts on our newly named platform: ThoughtExchange. We provided a platform for hundreds and even thousands to come together and share their voice to tackle all kinds of problems. I worked with a superintendent in a school district with 30,000 students. While hosting an online conversation on our platform the district officials had surfaced concerns and priorities from nearly 5,000 people. But in one school, in an extremely economically challenged neighborhood in the district, they only heard from about 30 parents. That particular school had hundreds of students, and therefore hundreds of parents. So, maybe 10% of people joined the conversation making decisions about their kids. Not so great, you might think. But here's the thing. I asked the superintendent: How many people from that school historically show up at town hall meetings or parent events? The answer: Between zero and four. But usually, unfortunately, zero. The school tries their best, but no one comes. So, a group of 30 people sharing their ideas sounds pretty good. Those same 30 people, gathered in a virtual room, would be quite a force for change if you could access all of their diverse and independent thoughts: With that amount of support, you have the ability to incrementally improve. At zero you don't. Even with the best facilitator on the planet.
The reason I devoted the last decade of my professional, and much of my personal, life to this software company, and eventually became the CEO, was not because of a newfound passion for software and solving technical problems. Luckily, we have other people in the company who have that. My passion has always been for facilitating ways to draw forth the voices of as many people as possible and to leverage that potential. And the internet is the way to do that. It's more inclusive, more equitable…and safer than any face‐to‐face meeting.
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