In this engaging discussion, Alison Wood Brooks, an associate professor at Harvard Business School and author of "Talk: The Science of Conversation and the Art of Being Ourselves," shares groundbreaking insights on workplace communication. She explains how to effectively plan conversations and the significance of the 'TALK' framework—Topics, Asking, Levity, and Kindness. Alison also highlights the art of apologies and the transformative power of curiosity through questioning, aiming to improve collaboration and understanding in any professional setting.
Understanding the conversational compass enhances effective communication by aligning one's goals with relational and informational dynamics in conversations.
The TALK method—topics, asking, levity, and kindness—facilitates better workplace conversations by encouraging relevant discussions and fostering connection among participants.
Deep dives
The Conversational Compass Framework
A key concept discussed is the conversational compass, which helps individuals identify their conversational goals. It comprises two axes: the relational axis focusing on the balance between helping oneself and the other, and the informational axis prioritizing the exchange of accurate information versus less formal interactions. Understanding where one's goals lie on this compass can enhance conversational effectiveness. Being aware of these goals allows for greater intentionality and adaptability during conversations, making it essential for effective communication.
The TALK Method for Effective Conversations
The TALK method, which stands for Topics, Asking, Levity, and Kindness, serves as a practical tool for improving conversational skills. Each component helps individuals navigate discussions by encouraging them to introduce relevant topics, ask insightful questions, incorporate humor, and show kindness to their conversational partners. Research supports the idea that these small enhancements can lead to more productive and enjoyable interactions. By focusing on these elements, individuals can better connect and engage with others, fostering a sense of cooperation and understanding.
Navigating Difficult Conversations
Handling difficult conversations, especially in work settings, requires a nuanced approach to ensure constructive outcomes. Validating feelings and perspectives, even in disagreement, creates an atmosphere conducive to understanding rather than conflict. Managers can benefit from adopting a split approach, acknowledging the emotional aspect while still conveying necessary feedback. Utilizing strategies derived from communication research can significantly improve the effectiveness of these challenging discussions, helping to diffuse tensions and promote productive dialogue.
What can we learn about the way we speak by analysing thousands of everyday conversations? That’s a question that fascinates Alison Wood Brooks. Alison, an associate professor at Harvard Business School, and author of the forthcoming book, Talk: The Science of Conversation and the Art of Being Ourselves joins Isabel Berwick to discuss her research. She explains how to plan a conversation even when you don’t know who you’ll be speaking to, how we misunderstand apologies, and why there’s no such thing as too many questions.
Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.