Seeing eye to eye

By Poul Langagergaard 

Communication is a difficult art. Good communication ensures that what is communicated is received in the same manner and tone as was intended, not merely as it was said.

The key to good communication is context, i.e. the framework one communicates within. For example, a statement may be made in an EDP meeting which the two parties perceive very differently, as they have two very different contexts.

	The secret of good communication is to take these differences in context into account, align them, and adjust the message appropriately. It’s about seeing eye to eye – seeing, respecting and being attentive. Notice whether the other person is taking in what is being said, or is starting to drift off.

Question technique – and tips for open dialogue

By Poul Langagergaard 

Closed questions can be answered with a YES or NO, and their use during an EDP meeting should be very limited.

Open questions typically start with ‘how’, ‘what’, ‘who’, ‘where’ or ‘why’, and draw the employee into dialogue using their own words.

Here are some examples of how to start discussion:

Introductory questions
Can you talk about…? What is your experience with…? Try to describe…

Probing questions
How often does this happen? Do you have other examples? What else happened?

Perspective questions How do you think the others perceive this? Who do you believe most? Why? Resource questions Last time you experienced success, what was it you did? Hypothetical questions If the problem had been solved, what would be different? Follow-up questions Am I correct in understanding that…? Do you therefore believe that …? Action questions What is the first thing you are going to do following this meeting? Who can help you? What things will you do differently over the next few weeks?

We are like earthenware vessels in a pottery workshop – we help shape each other and our common future through conversation and dialogue.

The art of asking questions

Getting the most out of dialogue is an art. You need to train your ability to listen, focus, prioritise, and adapt. In addition you must maintain eye contact to realise when you’re at the core of the conversation.

Questions may be categorised as open and closed questions, and linear and circular questions. Each type of question has its place and specific function:

Starting in the top left corner, these questions are useful for determining facts. Let’s say you were evaluating a conference. You might ask how many delegates, where they came from, and about their age and interests, etc.

Moving down into the left circular quadrant: What was this conference like compared to the previous one? How well did the presentations and discussions live up to your expectations and those of the other delegates?

Moving down into the right circular quadrant: How relevant did you find the conference presentations, talks and discussions? Can you apply any of the statements to your daily work or life? How do your impressions support the core values we base our work on?

Finally, moving into the top right quadrant (linear again): What is the first thing you are going to put into practice? How are you going to translate this into a change in behaviour in your department? Where are you going to start? With whom? When?