How the Way We Talk Can Change the Way We Work: Seven Languages for Transformation [Englisch] [Taschenbuch]

Throughout the book, they examine what they call "Seven Languages for Transformation" and suggest how to gain fluency in each. Four are Internal Languages: Commitment, Personal Responsibility, Competing Commitments ("Diagnosing the Immunity to Change"), and Assumptions We Hold ("Disturbing the Immunity to Change"). Fluency in these four enables us to build "The New Machine." There are also three Social Languages: Ongoing Regard, Public Agreement, and Deconstructive Criticism. Fluency in these three enables us to maintain and upgrade "The New Machine."

It is important to keep in mind that we communicate with others as well as with ourselves in three primary ways: body language, tone of voice, and content (ie what we verbalize). Decades of scientific research reveals that, in face-to-face contact, body language has the greatest impact, followed (at a significant distance) by tone of voice and then content. In voice-to-voice contact (eg during a telephone conversation), tone of voice has perhaps three times greater impact than does what is verbalized. I mention all this by way of suggesting that HOW we communicate with others and (especially) with ourselves has a major impact on behavior. Hence the importance of replacing a negative attitude. with a positive attitude. For example, to replace the Language of Complaint with the Language of Commitment.

What the authors provide is a cohesive and comprehensive process by which to recognize, understand, and then eliminate various barriers to personal and then to organizational change. In recent years, organizations throughout the world have invested hundreds of millions (billions?) of dollars in the improvement of systems of various kinds. What is sometimes overlooked or at least underestimated (at great cost in terms of hours as well as dollars) are the negative attitudes of those involved in change initiatives. Kegan and Lahey eloquently and convincingly suggest specific strategies to transform those attitudes through fluency in seven "languages" within the curriculum of what they view as a "new technology" of learning. Those who share my high regard for this book are urged to check out O'Toole's Leading Change and Senge's The Dance of Change.

Overall, the book is a very easy read, whether you do it in order to seriously implement its suggested methodology (and it is one serious set of ideas it carries) or just as a mirror to help you laugh at your so-called professional commitments.

What I like about the book is that it's practical. It includes exercises and models that you can apply in your day to day practice. As such I recommend it to people who want to get through a transformational stage themselves (as a how-to book) or who want to help others.

What I regretted is that there in no reference section nor any footnotes (contrary to Kegan's other excellent books). In other words, this book makes it seem that the authors "invented" all this, while there are several other books (including my own) that offer solutions to several of the roadblocks mentioned here. To make the reader aware that there are other books helping to get through roadblocks, I especially want to mention Donald Mitchell's "The 2,000 percent solution", which is more practical for a business context. But to be fair, this book also includes some new material I haven't seen elsewhere.

Recommended!

Patrick E.C. Merlevede - author of "7 Steps to Emotional intelligence"