![]() ![]() Then the other person fails to perform again. Now, let’s say you’ve held a pattern conversation and reached some new agreements. Proactively schedule a time to talk only about the pattern. If you need to hold a pattern conversation, do not wait for a specific instance of the issue to arise. You could have avoided this by raising your concern simply as a pattern issue rather than one recent instance of problems. There’s nothing I can do about sunspots that are messing with our transformers!”Ĭan you see what just happened? Your teammate dragged you into dealing with the special circumstances that resulted in the most recent failure. When people have pattern concerns, they usually fail to raise the pattern issue but talk instead about the content-the most recent instance or concern.įor example, you say to your teammate, “This is the third time today you didn’t get me the parts-where are they?”Īnd he responds, “We’ve had three power surges in the past hour that have caused us to throw away three full lots. This is the conversation you need to hold if your real concern is the pattern of you not regularly receiving promised parts. Your real issue is not the fifty parts you’re owed. So if you find yourself shouting at the party in question, “Where are my parts?!”-this could be a sign you’re holding the wrong conversation. One way to tell if you’re having the wrong conversation is if your level of frustration or emotion is out of proportion to the issue. We tend to stay at the content level long after the problem is no longer about content. In this situation, the content issue is the missed commitment for fifty parts this hour. This is the immediate pain or problem you’re dealing with. CPR identifies three levels of conversation we occasionally need to have:ġ. ![]() So what’s the problem here? The mistake you’re making is that you’re holding the wrong conversation. Four or five times a day they fail to deliver and you find yourself having to nag, threaten, or bribe them-or you sit and twiddle your thumbs and slow down the whole production process. The reason most of us have the same conversations over and over with others is because we talk about the wrong thing!įor example, on a manufacturing floor, let’s say you have an agreement with someone upstream in the process to get you fifty parts per hour. Could you please help me understand the practical use of the crucial accountability skill “CPR” for front-line supervisors on a manufacturing floor? It seems somewhat abstract to them when dealing with specific violations and our progressive discipline procedure.ĬPR is a skill we cover in Crucial Accountability that helps you hold the right conversation. ![]()
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