足ることを知らず

Data Science, global business, management and MBA

Top > MBA > Day 144 MIT Sloan Fellows Class 2023, The art of leading 4 "Conversational Action Model"

Day 144 MIT Sloan Fellows Class 2023, The art of leading 4 "Conversational Action Model"

MBA MIT SFMBA communication leadership reflection

David Kantor

David Kantor was a renowned American family therapist, organizational consultant, and psychologist who developed the "Conversational Action Model," which is a way of analyzing and understanding human interactions in various contexts, including families and organizations. Kantor's model focuses on the structural and functional aspects of communication, highlighting the patterns that emerge during conversations.

In his research on family systems, Kantor was interested in understanding the underlying patterns and dynamics of family communication. He observed that family members tend to adopt roles during conversations that correspond to the four primary actions in his model. These roles, which are often taken on unconsciously, can help maintain the stability of the family system but can also contribute to dysfunction if they become rigid or unbalanced.

 

Conversational Action Model

Kantor's Conversational Action Model is built on four primary actions:

  • Move: A communication act that initiates or advances a conversation, such as suggesting an idea, making a proposal, or giving instructions.
  • Follow: A communication act that supports or accepts a move made by another participant in the conversation. This might involve agreeing, seeking clarification, or asking questions to better understand the initial move.
  • Oppose: A communication act that challenges or critiques a move, often by questioning the validity, relevance, or accuracy of the information presented. This can be done through disagreement, counter-arguments, or requests for evidence.
  • Bystand: A communication act that involves observing and commenting on the conversation without directly participating in it. This might involve summarizing the conversation thus far, reflecting on the emotional tone of the discussion, or offering a neutral perspective.

Example

Alice (mother), Bob (father), Carol (daughter), and Dave (son). They are discussing their upcoming weekend plans. Each person will assume one of Kantor's conversational action roles (Move, Follow, Oppose, and Bystand). 

Alice (Move): "I think we should go on a family hike this weekend. The weather is supposed to be beautiful, and it'll be a great way for us to spend time together outdoors."

Bob (Follow): "That sounds like a great idea, Alice. I've been wanting to explore that new trail we heard about. Carol and Dave, what do you think?"

Carol (Oppose): "I don't think going on a hike is a good idea. I have a lot of homework to do this weekend, and I won't have time for a long hike."

Dave (Bystand): "So, Alice is suggesting a family hike, but Carol has concerns about her homework. Bob seems excited about the idea. It seems like we need to find a balance between spending time together and respecting Carol's need to focus on schoolwork."

 

Typical pitfalls

Pattern 1: Only Movers and Followers
In this pattern, there is no constructive opposition, and everyone in the meeting just agrees with one opinion. This can be quite risky due to a lack of diversity in perspectives and inadequate risk management. Without opposing viewpoints, the group may overlook potential challenges or better alternatives.

Pattern 2: Excessive Opposition
Conversations dominated by opposition can lead to an unproductive and negative environment. In this scenario, participants constantly challenge and criticize ideas without providing any constructive feedback or support. This can hinder progress and create an atmosphere of defensiveness, making it difficult to reach consensus or make decisions.

Pattern 3: Bystander Overload
When the majority of participants take on the bystander role, they may provide valuable observations but not actively engage in the discussion. This can lead to a lack of momentum and hinder the group's ability to make decisions or solve problems. Active participation from all members is necessary to ensure a balanced and productive conversation.

Pattern 4: Rigidity in Roles
In some situations, individuals may become stuck in a particular conversational action role and struggle to adapt to the needs of the conversation. For example, a person may always take on the role of opposing, leading to conflict and unproductive discussions. Flexibility in adopting different roles is crucial for maintaining a balanced and effective conversation.

Pattern 5: Lack of Clarity and Focus
Conversations that lack clarity and focus can be unproductive, as they may devolve into tangents and unrelated topics. Ensuring that the conversation remains structured and aligned with the meeting's objectives is essential for progress. Establishing clear objectives and using an agenda can help guide the conversation and maintain focus.

 

Three principles for leaders

Leaders should bring three principles in meetings with the Converstational Action Model.

  1. Balance: Ensure that all four conversational actions (Move, Follow, Oppose, and Bystand) are well-represented and balanced during the meeting. This balance helps maintain a healthy dialogue, as it allows participants to initiate, support, challenge, and observe the conversation. Encourage participants to be aware of their own communication patterns and be open to adopting different roles when needed. A meeting facilitator can help by modeling balanced communication and guiding participants to engage in different conversational actions.

     

  2. Constructive and welcome diversity: To make a meeting productive, it is crucial to create an environment where everyone feels comfortable sharing their ideas and perspectives. Encourage participants to actively engage in the conversation, making sure that all voices are heard and valued. This can be achieved by creating a safe space for open discussion and fostering a culture of respect and inclusiveness. Remember that the most effective meetings are those that benefit from a variety of perspectives and ideas, which can lead to more innovative and well-rounded solutions.

     

  3. Fluid and structure: A well-structured meeting helps maintain focus and ensures that the conversation remains productive. Establish clear objectives for the meeting and use an agenda to guide the conversation. Encourage participants to stay on topic and avoid engaging in unproductive tangents. Additionally, periodically check in with the group to assess how the conversation is progressing, and make adjustments as needed. For example, if participants are becoming too focused on opposition, the facilitator may need to redirect the conversation to emphasize more supportive and clarifying actions.

Constructive approach with principles

Let's think about practical application of our principles to the former example.  

  • Improve balance: In this case, it's important for the family to recognize Carol's concerns about her homework and discuss how they can balance family time and academic responsibilities.

    Alice (Move): "Carol, I understand that you have a lot of homework this weekend. Maybe we could go on a shorter hike in the morning, so you still have time to work on your assignments."

  • Encourage open communication: Ensure everyone has the opportunity to voice their opinions and preferences.

    Bob (Follow): "Dave, we haven't heard your thoughts on this. What do you think about going on a hike, and do you have any preferences or concerns?"

     

  • Be flexible and adaptive: The family should be open to adjusting their plans based on the needs and preferences of all members.
    Dave (Bystand): "I like the idea of going on a hike, but I also want to make sure Carol has enough time for her homework. Can we decide on a specific time for the hike and also set aside dedicated time for Carol to focus on her schoolwork?"