It’s impossible not to notice polarisation, on social media and beyond. People don’t just disagree, they have intractable views. Difference is seen as bad faith.
How can HR professionals – whose work involves deeply personal, emotionally charged conversations that can fracture teams and undermine the organisational effectiveness – navigate this minefield? One answer might surprise you: improv.
Yes, the art form you may associate with comedians. It presents us with a mindset which is a powerful tool for fostering understanding and resolving conflicts in the workplace.
Read more: Effective communication can change everything
Conversations matter
In an era where conversations can resemble verbal sparring matches, knowing how to communicate effectively is vital. On social media you are only a click or three away from being harangued by opinions so entrenched that constructive dialogue seems impossible.
But what if, in the workplace, we approached conversations like improv scenes, where our mindset is to listen with intention, and accept the other person’s words as an ‘offer’ – something to work with, not tear down? You can accept an offer even if don’t agree with it. By doing so you acknowledge the other person’s perspective and use it to move the story forward.
Transformative listening
Listening as we do on the improv stage might sound like a gimmick but it’s profoundly effective. We let the narrative unfold, adapting to what our fellow player brings to the table, knowing that they are doing the same.
In too many conversations, we are armed with our script: opinions, defences, rebuttals. Improv demands that we drop that script. Instead, we listen ‘intentively’.
This goes beyond nodding along or just waiting for our turn to speak. It’s about being fully present and ready to not only respect but to accept there is value in whatever the other person contributes.
Imagine being in a conversation with an employee who feels aggrieved. Your natural instinct might be to jump in with solutions or (worse) to defend company policy.
But the improv mindset teaches us to pause, listen and reflect. You might say: “I can see how you’d feel that way. It wasn’t our intention. Let’s explore this further.” This approach can defuse tension and open the door to a more meaningful dialogue.
How to tackle polarisation
In a workplace divided by strong opinions, the first step is to acknowledge polarisation and high-running emotions. Then, employ a simple, effective framework rooted in improv principles:
1. Listen first, speak second
Truly listening, without the urge to respond immediately, is the foundation of any constructive conversation.
2. Accept the ‘offer’, even if you disagree with it
In the workplace, this might mean saying: “I understand where you’re coming from,” rather than immediately shutting down a viewpoint you may not share.
3. Move the conversation forward
How can you build on the offer? Ask yourself: “How can we take what’s been said and move towards a solution?” This might involve acknowledging uncomfortable truths or exploring new ideas that weren’t initially on the table.
Traditional training often fails to prepare leaders for important conversations. ‘Soft’ skills that are so crucial – listening, empathy, adaptability – are frequently overlooked in favour of technical skills. But here’s the kicker: those soft skills, though harder to master, are critical for navigating today’s workplace dynamics.
Leaders, especially those in HR, need to embrace the idea that every conversation is a potential improv scene. You don’t always know where it’s going but if you’re prepared to listen, accept and build, you’ll find yourself better equipped to handle whatever comes your way.
Neil Mullarkey is author of In The Moment: Build Your Confidence, Communication and Creativity at Work (Kogan Page, 2023)
This article was published in the September/October 2024 edition of HR magazine.
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