Conversational Profiles

Abstract

This article provides a practical tool that managers and change agents can use to see their own conversational patterns in the management of a change, determine whether those patterns may be contributing to the progress of change, and if so, provide insights into what modifications might enhance progress. Based on the conversational model developed by Ford and Ford, this article explains a methodology for creating and analyzing a conversational profile, provides three illustrative cases, and explores implications for research and practice.