From Peter Block, Author of Community. the Structure of Belonging:

Change the Conversation: Change the Future

The strategy for an alternative future is to focus on ways a shift in conversation can shift the context and thereby create an intentional future. Reconciliation of community, or a future different and not determined by the past,
occurs through a shift in language. Operationally, this means engaging in conversations we have not had before.

The strategy is if you can change the room, you have changed the culture, at least for that moment. We change the room by changing the conversation. Not just any new conversation, but one that creates a communal accountability and commitment.

Certain conversations are satisfying and true yet have no power and noaccountability. For example:
Telling the history of how we got here
Giving explanations and opinions
Blaming and complaining
Making reports and descriptions
Carefully defining terms and conditions

These conversations are most often offered through conferences, press releases, trainings, master plans, and the call for more studies and expertise. They are well intentioned and valid, but hold little power.
These help us get connected, or increase our understanding of who we are, plus they are so ingrained in the social convention of a culture that they demand respect. They just do not, however, constitute a transformation.

Transformation occurs through a different way of convening and holding powerful conversations that are the embodiment of accountability and commitment. Here are the conversational shfits that are other than just talk:

Invitation replaces mandate, policy and alignment
Possibility replaces problem solving
Ownership and Cause replace explanation and denial
Dissent and Refusal replace resignation and lip service
Commitment replaces hedge and barter
Gifts replace deficiencies

Each of these conversations leads to the others. Any one held wholeheartedly takes us to and resolves all the others. In the absence of these, it is all just talk. No matterhow urgent the cause, how important the plan, how elegant the answer. These are the conversations through which the community can be transformed:


One: The Invitation Conversation

Transformation occurs through choice, not mandate. Invitation is the call to create an alternative future. What is the invitation we can make to support people to participate and own the relationships, tasks, and process that lead to success?

Two: The Possibility Conversation
The Possibility Conversation is one that focuses on what we want our future to be as opposed to problem solving the past. This is based on an understanding that living systems are really propelled to the force of the future. The possibility conversation frees people to innovate, challenge the status quo, and create new futures that make a difference. In new work environments this conversation has the ability for breaking new ground and in understanding the prevailing culture.

Three: The Ownership Conversation
The Ownership Conversation is one that focuses on whose organization or task is this? The conversation begins with the question, "how have I contributed to creating the current reality?" Confusion, blame and waiting for someone else to change are a defense against ownership and personal power.

Four: The Dissent Conversation
The Dissent Conversation is allowing people the space to say "no". If we cannot say "no" then our "yes" has no meaning. People have a chance to express their doubts and reservations, as a way of clarifying their roles, needs, and yearnings within the vision and mission being presented. Genuine commitment begins with doubt, and "no" is a symbolic expression of people finding their space and role in the strategy. It is when we fully understand what people do not want that we can fully design what they want. Refusal is the foundation for commitment.

Five: The Commitment Conversation
The Commitment Conversation is about individuals making promises to their peers about their contribution to the success of the whole organization. It is centered in two questions: What promise am I willing to make to this enterprise? And, what is the price I am willing to pay for the success of the whole effort? It is a promise for the sake of a larger purpose, not for the sake of personal return.

Six: The Gifts Conversation
What are the gifts and assets we bring to the enterprise? Rather than focus on our deficiencies and weaknesses, which will most likely not go away, focus on the gifts we bring and capitalize on those. Instead of problematizing people and work, the conversation is about searching for the mystery that brings the highest achievement and success in work organizations. Confront people with their essential core that has the potential to make the difference and change lives for good.

To learn more about the role of conversation in conversation go to these sites:
http://www.peterblock.com/
http://www.asmallgroup.net