This module will help develop a more in-depth understanding of conversational moves. Watch this 36 minute video
Noticing our conversational actions
In our day-to-day work conversations, we often find ourselves ‘just talking’ without a clear intention of what we are trying to achieve with our speaking.
David Kantor’s ‘Structural Dynamics’ approach helps us pay attention to what we are doing with our speaking, so that we can become more aware of the likely impact of our conversational ‘moves’.
If we can gain this awareness, we can:
choose our next move more effectively to create the impact we want
become more aware of the moves of others so that we can respond in the most useful way
facilitate more productive and collaborative conversations.
The four player model
Recognising the hidden patterns in conversations is an important step towards more effective leadership. Unspoken connections among people influence everything that happens. If you can understand these connections you can make different choices.
People have preferences for different types and styles of communication. They often do not honour ways of speaking other than their own, and this increases the likelihood that they’re going to speak at cross-purposes. The overall aim is
to build skills in being able to ‘read the room’ and enhance your own repertoire.
In his communication theory, known as ' structural dynamics', David Kantor asserts that there is an underlying, largely unconscious structure to all human verbal exchange – when people talk they construct and follow patterns in which their
conversations take place. This structure affects the outcome of the conversations. Ongoing patterns, functional and dysfunctional, are inherent in all conversations. Dysfunctional conversations result from clashes between people and the
structures they bring into the conversation. Intuitively we know when a conversation is going well and when it’s not. Structural dynamics is a lens that we can use to establish why.
Kantor developed his simple, and very practical 'Four Player model' of conversational actions to help group members and facilitators understand the different categories of activity that go on when we are conversing together. While there might
be all sorts of different things we can say in any moment, the intentions behind our speech can be grouped into these four main classes, as shown in the diagram below.
According to Kantor, these four kinds of action are relatively easily distinguished, and can apply in an enormous variety of settings.
When someone makes a move; they are initiating an action. They carry, at least for the moment, the focus of conversation. Another person listening to this initial proposal might agree and want to support what is being said. This person says
so and symbolically comes close to the first person. The second person could be said to be following the first. A third person, watching these two agree, may think to him- or herself, There is something not quite right with this picture.
He or she steps in and opposes them, challenging what they are saying or proposing. Symbolically, this third person might stand between the first two. Finally, a fourth person, who has been observing the entire situation, and who has the
advantage of having one foot in and one foot out of the circumstance, describes from his perspective what he has seen and heard. This person may propose a way of thinking and seeing that expands everyone's vision, and could be called a
bystander. He or she adds a valuable dimension in conversation. The term bystander here does not necessarily mean someone who is uninvolved or silent. Bystanders can speak, but they provide perspective instead of taking a stand. David
Kantor, "Reading the Room"
So the four core acts that are the essential building blocks of both dysfunctional and healthy group are:
Move
This act establishes a direction and sets the group in motion.
Example: "Let's implement new service X. It's been put in place in our neighbouring community and people seem to really like it."
Follow
The follow act provides support for the move and serves the function of completion.
Example: "I agree with your arguments. Service X is the way to go."
Oppose
The oppose act questions the move that has been initiated.
Example: "The survey data doesn’t support you – our users don't want this change. We’ll be in real trouble if we go with that option."
Bystand
Bystanding provides perspective and invites the group to be more reflective. A bystander might bring in data from another group, an historic perspective, or some insight about the operations of the group itself.
Example: “We have only one suggestion on the table at the moment – and we are disagreeing about the level of support for it. I wonder if we could identify some alternative possibilities and see if we can find a way forward.”
These four acts provide “direction and energy; momentum and connection; correction and elaboration; and perspective taking, reflection, and openness to the workings of groups.” In the appropriate sequences, these acts enable group members
to:
consider a wide range of alternatives
examine each alternative in some depth
refine and expand the alternatives with ideas from inside and outside the group
choose an alternative and act.
Conversational moves and group dynamics
If you are keen to be able to be a more facilitative leader, it is very helpful to use Kantor’s model as a ‘lens’ for understanding what is going on in the conversations you are in. Consider the following questions when a conversation you
are in seems to be ‘stuck’ or going in circles.
Are too many people making Moves and counter Moves one after the other, without genuinely exploring each one in turn?
Has a ‘game’ of Move-Oppose developed, between two sides or two individuals?
Is there a lack of Moving – are people waiting for someone to Follow or Opposing for the sake of it without making suggestions or offering ways forward of their own?
Is there a lack of Bystanding? Does someone need to draw attention to the way the conversation is going rather than stay in the content?
Pause for reflection
Consider a group or team that you know well and reflect on the conversational style of the group.
What are the action stances that are in the 'majority' in the group?
Think about each person in the group and ask do we have a dominance of one style or a gap?
What gets in the way of us being more flexible?
Who provides perspective (bystands)?
Has the group created a way of working together that shuts down certain stances?
What ineffective sequences do you see happening again? Can these rituals be interrupted?
What could you experiment with to create a positive difference in this group?
Group dynamics are inevitably very complex but if you would like to know more about how Kantor's straightforward approach can be used to intervene in an effective conversation, try reading this article Taking the teeth out of team traps by Alan Slobodnick and Kristina Weil from The Systems Thinker website.
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