Welcome to your final project. Here, you will be evaluated on your ability to deal with the general and specific elements of crucial conversation from both theoretical and applied perspectives as well as tie in the case study appropriately. Here are the specifics:
One of the cases from Chapter 10 of Crucial Conversations has been selected for your test (Shows No Initiative). You must examine the “Shows No Initiative” case (pages 199 – 201 if you are using the 2012 version of the Patterson et al. printed text). Then, you must apply your findings in a verbatim exchange and provide theory for the Crucial Conversations skills we have covered during the course (as follows):
1. APPLICATION: Create a mock exchange between a manager and an employee (or other one up one down relationship) in the context of the Vanilla Healthcare Case Study. Specifically, there must be a power differential between the two parties (i.e., not just two peers talking). The verbatim exchange should establish your ability to create a scenario that asks the right questions and provides the appropriate answers (from both sides) as tied to “Shows No Initiative.” Using the case study will provide a context for your mock data exchange that is business oriented and consistent with our work with Vanilla Healthcare across the term.
2. THEORY: Both solid rationale (e.g., a deep reliance on the CC text) and citations should be present as right margin review comments. Please learn how to do this if you are not knowledgeable about this feature in MS Word. This will establish your knowledge base and showcase your understanding of the Patterson et al. text.
3. Your response must be a minimum of 2 pages of single-spaced text. The side comments associated with the verbatim text must be in-depth and show your understanding of both the specific case and crucial conversations overall. Be thorough!
4. Make sure that you cover ALL of the elements of the case. For example, there are very specific elements associate with “Shows No Initiative.” Each and every one must be present in the applied and theoretical portions of your response. They are listed below…
Establish new and higher expectations
Instead of dealing with a specific instance, deal with the overall pattern
Give specific examples of when the person ran into a barrier and the backed off instead of figuring it out
Raise the bar – expect more
Jointly brainstorm solutions
Pay attention to the way in which you are compensating of that person’s lack of initiative
Stop expecting that others won’t take initiative. Instead, talk through the expectations and establish agreements that put the responsibility back on to the other person, where it belongs.
All of these should be incorporated into the conversation. Also, many of the general elements of crucial conversation must be present as is applicable to establish your case (mutual purpose, STATE, AMPP, ABC, villain stories, etc…).
In the end, show your understanding of (1) crucial conversations overall, and (2) application of crucial conversations to the case study. Be thorough, provide solid rationale, and cite/reference you source(s). Good luck!
Readings and Resources
Textbook Readings
Block, P. (2011). Flawless Consulting: A guide to getting your expertise used. San Francisco, CA: Pfeiffer.
Read pp. 299-315
Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high. New York, NY: McGraw Hill.
Read pp. 189-209; 223-230
Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
Read pp. 149-194
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