Behavioral Science in the Government: Strategically Designing Actionable Conversations
Behavioral Science in the Government: Strategically Designing Actionable Conversations
Conversations are key for exchanging thoughts and ideas and creating an opportunity to listen to each other. Though the purpose of discussion is to advance and increase comprehension of an idea, not everyone leaves a conversation with a clear path forward. In fact, people often leave conversations uncertain. In cases like this, a follow-up conversation is required, increasing the time it takes to act and reducing momentum in providing measurable results.
The Government can avoid uncertain conversations by using behavioral science to design actionable conversations for a program, an agency, or across agencies. By strategically designing actionable conversations, an environment of thoughtful preparation, meaningful conversation, and solutions-driven next steps is the norm.
The Government can use behavioral science to design these conversations by using this framework:
Prepare for the Strategic Conversation – Before you have a conversation, set your intention. Remind yourself of the who, what, when, and why of your topic and be prepared to discuss not only your idea but the subject. This prepares you to meet the expectations of the other person and encourages them to stay open-minded
Look for Similarities – Conversations can be intimidating. Since most people are very forgiving in conversations, find common ground and reduce conversation anxiety. Find ways to personalize your conversation, so it feels less like a business transaction and more like a shared desire to complete an objective. Approach the conversation cordially and with confident body language to signal you are a friendly face
Focus on Action – Throughout your conversation offer a statement or observation and follow it up with a question. This is the insight and question method. It allows you to contribute your opinions while simultaneously encouraging someone else’s. It guides you to steer the dialogue in a direction you both can participate in
Review and Close – Re-cap your conversation. Compliment the other person on any ideas they had that you liked. Verbally discuss your next steps and designate a time in the future for a touch point. By clarifying understanding and a deadline, people feel more accountable and able to accomplish an objective. Leave the door open for a follow-up conversation in a casual setting. Finally, end with a shared reward. For example, “When we finish this project, we will be the go-to individuals on this topic!”
By preparing well for conversations, finding personal similarities between people, and keeping a focus on collaborative action, conversations will become a more powerful tool than a simple interaction. Consider workshops, an offsite, or stakeholder engagement sessions as an opportunity to have a strategic conversation. While this applies everywhere, it is particularly relevant to Government leaders who have access to a diverse workforce and stakeholders that want to provide insight to help the Government act.
