Robust, high-quality conversation is linchpin to productive work relationships in high-performing teams, organizations and businesses. High-stress, fast-paced, action-oriented environments such as health care settings can predispose to communications that are quick, telescoped or truncated, easily leading to misunderstanding and breakdowns in relationships, teamwork, and organizational climate, all of which impact employee satisfaction and customer satisfaction.

Yet difficult conversations are a fact of life, no matter how skillful we are at communication. Typically we find ourselves with two unsatisfactory options: we are anxious and therefore take no action, which is costly, or we overcome our anxiety and take action but in an unhelpful way, which is also costly.

Generally what occurs is a cycle of non-agreement in which there is a strong conflict of views about what to do that is not expressed, leading to a compromise “agreement” or delay. What follows are non-existent, half-hearted or incompatible actions that generate lousy results and mutual blame. This then becomes a self-perpetuating cycle.

How do you actually change course of a difficult conversation, whereby both parties engage in new learning that leads to productive action? While many factors come into play, one foundational practice can profoundly shift course of a difficult conversation:

The Power of Empathic Listening

The Gallup organization researched what makes a great workplace in a survey (the Q12) that involved 80,000 managers in a multi-year research project. The survey identified 12 dimensions that characterize a great workplace and positively impact employee retention, customer satisfaction, productivity and profitability. Significantly, six of twelve dimensions reflect on quality of communication within organization and contribute to organizational climate, which in itself predicts 20-30% of business results. They are:

-- I know what is expected of me at work. -- In last week, I have received recognition or praise for doing good work. -- My supervisor, or someone at work, seems to care about me as a person. -- There is someone at work that encourages my development. -- In last six months, someone at work has talked with my about my progress. -- At work, my opinion seems to count.

Create Adequate Feedback Mechanisms in Your Organization

Performance reviews are standard fare, yet research shows that most employees feel they do not receive adequate feedback on how they¡¦re doing, what¡¦s expected, what they need to do to improve, and how to be as successful as they would like. There are several venues through which to give and get feedback ¡V supervisory reporting relationships, 360 assessments, mentoring and coaching relationships.