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The Journal of Applied Behavioral Science
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Conversational Profiles

A Tool for Altering the Conversational Patterns of Change Managers

Jeffrey D. Ford

The Ohio State University

Laurie W. Ford

Critical Path Consultants

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.

Key Words: change • conversations • resistance • change agents • communication • change management

The Journal of Applied Behavioral Science, Vol. 44, No. 4, 445-467 (2008)
DOI: 10.1177/0021886308322076
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G. R. Bushe and R. J. Marshak
Revisioning Organization Development: Diagnostic and Dialogic Premises and Patterns of Practice
Journal of Applied Behavioral Science, September 1, 2009; 45(3): 348 - 368.
[Abstract] [PDF]