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Learning Strategic Conversation

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Findings on
“Learning Strategic Conversation”.

 

The research program on Strategic Conversation was run by Psychology School of Griffith University as part of a PhD project, and was therefore free for participants.

70 participants (CEO’s / decision-makers) from a variety of manufacturing, service, educational, government organisations, began to learn Strategic Conversation during a program of meeting weekly for an hour (sometimes over). They met in groups of 6 to 11 people according to geographic ease.

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At first, the groups discussed communication, conversation, and decision processes. Questions and exercises gave these topics strategic relevancy. Form there, the groups moved to intensely strategic topics, considered the application and implementation of the material, and then coached them into the organisation.

It was found that strategic conversation could be learned. Progress was finally assessed from three to six months after completion of the program.

Contact us at info@strategic-conversation.com.au

Findings:
  • Strategic Conversation can be learned
  • Strategic Conversation can be coached opportunistically or by a set program
  • Strategic Conversation changes the way meetings are run
  • Strategic Conversation improves outcomes of meetings
  • Strategic Conversation impacts behaviours and performance outcomes.

There is now strong empirical research support that Strategic Conversation can be learned, skills developed, and that simply improving Strategic Conversation improves strategic planning, strategic behaviour, and outcomes for the organisation