by Jim Ware. Reprinted from The Future of Work
Several years ago my good friend Joan Blades co-founded a national nonprofit group called Living Room Conversations, or LRC, with the explicit goal of improving the level and quality of social discourse around public policy issues.
Joan, like many Americans across the political spectrum, is deeply concerned about the apparent inability (and unwillingness) of people with differing political views to talk to each other – and more importantly, to listen to each other. We all know how “broken” the US Congress is; its national approval ratings have never been lower.
But Living Room Conversations isn’t trying to reform Congress (except through grass roots public pressure); it is a movement aimed at bringing “ordinary” people holding different basic views together in their own living rooms to explore issues such as voting rights, prison reform, immigration, tax policies, health care, the Middle East, and other major issues that seem to divide us from our neighbors – and yet are fundamentally important to our collective futures on this planet.
In contrast, my professional focus is on conversations at work, and how they affect organizational performance and the workplace experience for individuals and teams.
As important as I believe corporate conversations are, they are clearly not as critical as Joan’s living room conversations.