Many organizations are looking for good alternatives to the traditional line-staff hierarchy. Experiments are being done with a matrix or network structure and forms of self-organization and self-management. Functions develop into roles and employees increasingly work in flexible and temporary team positions. As a result of these developments, the traditional HR cycle and appraisal interviews are no longer in place.

Desired result

Organizations look for concrete tools for conducting conversations that lead to trust, appreciation and action and contribute to positive change. And with that a better atmosphere and results.

The starting situation

All sorts of conversations are held between employees and managers throughout the year. Consider the familiar HR interviews (performance appraisal interview, appraisal interview, evaluation interview and career interview), but also introductory or expectation interviews. These conversations have often become formalities that lead to frustration for managers and employees. With the continuous reorganisations, the traditional HR conversations do not adequately match the new organization.

Difficult conversations

Due to the rapidly changing organizational structure and outdated systems and processes for HR interviews and the traditional HR cycle, a personal conversation from person to person is becoming increasingly difficult. And less fed. And less and less well fed!

As a manager, how do you prevent your assessment from becoming a conviction or from becoming a hugging conversation? What should be a motivational stimulus in the collaboration between colleagues has been reduced to the completion of time-consuming check-lists and assessment forms. A personal conversation about functioning and cooperation is being held less and less. 9 out of 10 conversations miss the plan and don't go where it should be.

Is the HR interview cycle still necessary?

What are the differences between HR conversations and where is the coherence for the future? What can and should agreements be made about and with whom? Who measures efforts and the results thereof?

Or should efforts no longer be measured, because it is about results and it is no longer important how, where and when someone does their work? Managers and employees ask for clarity about the objectives of the various HR interviews and the coherence between these conversations.

But something much more important is needed for really good conversations!

What is a good conversation?

How do you bring up what is really important?

How does the conversation lead managers and employees to understand each other? How does the dialogue between manager and employee get started about the things that really matter? And how do you come and stay in conversation? How do you come to clear agreements? In short: how do you turn a conversation into a meaningful meeting that contributes to better cooperation and performance?

More than skill tricks

Having a real conversation requires more than knowledge and skills.

A really good conversation for positive change in organizations requires authentic behavior, leadership and conversation skills that inspire confidence.

It requires an open listening attitude, appealing to talent, building a relationship of trust, a sharp problem analysis and an appropriate solution strategy for developing competencies. You will get to work on this in the workshop "the real conversation".

Attune uses approaches and insights from positive psychology, appreciative inquiry, approaches that put the relationship first such as Conversational Intelligence®, ORSC® and Focusing, experiential learning and servant leadership. Attune has expressed these insights in the Fundamentals of Attune.

Workshop “The Real Conversation”

With "The Real Conversation" knowledge and skills are provided and you practice real conversations. You learn very concretely:

  • How your conversation effectively contributes to positive and sustainable change in working relationships

  • How to make a shift in the conversation from "I" to "we" and sharing expectations

  • Applying tools (take-aways) that make conversations successful and that you can immediately apply after the workshop:


You get tools that you can use in the organization immediately after the workshop. Such as, for example

  • how you make agreements about the way you want to work together

  • how you can use meta-communication in a personal conversation

  • how to bring more trust to your working relationships.

More information?

For more information contact Sonja Vlaar.