decide what you want to get out of the conversation,. Simply put, without a plan of some sort for action, decisions will just evaporate into nothingness.Ĭhapter 9 is a good actionable chapter that really puts a cap on the whole idea of crucial conversations: Being an agilist, I translate decisions into user stories and put them into the tool being used. The approach is very similar to a simple checklist I like to use.Īfter making a decision a plan must be put in place to make something happen. It is my observation that most corporate organizations have fallen into the trap of purely using the consensus approach so that responsibility is defused.Īrguably my favorite part of the chapter are the four questions that can be used to guide which decision-making approach will be best. The book points out four basic forms of decision-making: The type of decision process will be influenced by whether one person in the conversation has authority and responsibility to make a decision or if it has to be a group decision (no one has the authority to make the decision individually). It is hard to argue with that advice and I have heard it come out of my mouth even before reading this book. 
#CRUCIAL CONVERSATIONS CHAPTER 8 SUMMARY HOW TO#
The book recommends agreeing on how to decide before making the decision. The first is that no one has agreed on how a decision will be made and the second is a lack of a plan and assigned responsibility for acting. The authors point out that conversations fail to translate into action for two basic reasons. Like airplane trips, the beginning and the ending of crucial conversations are the most dangerous.
This might sound like a truism, however, I can not tell you how many meetings I have observed that get to the end only to let discussion and ideas evaporate like fog. Just getting information doesn’t necessarily translate into action. The subtitle is a fair summary of the ideas in the chapter: how to turn crucial conversations into action and results. This week we tackle Chapter 9 of Crucial Conversations: Tools for Talking When Stakes Are High, Second Edition by Patterson, Grenny, McMillan, Switzler. titled Move To Action.
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