Stage 01 · Situation
What conversation are you actually walking into?
Choose the situation—not the communication theory. The tool will apply the right framework behind the scenes.
What needs to happen? Choose one
What is at stake? Choose the closest answer
Choose a conversation type and level of stakes, then identify who is involved.
Stage 02 · Evidence
Separate what happened from what you make of it.
Facts are what a camera, calendar, contract, or dashboard could confirm. Everything else may be reasonable—but it is still your interpretation.
Use dates, numbers, actions, exact language, or documented commitments. Avoid “always,” “never,” and character labels.
Add the observable facts, their impact, and your interpretation before continuing.
Stage 03 · Perspective
Prepare for the conversation they think they are having.
The strongest framing accounts for their incentives, their facts, and the part of the situation you helped create.
What response are you most likely to encounter? Choose one
How strong is trust right now? Be realistic
Describe their likely perspective, your contribution, expected resistance, and current trust.
Stage 04 · Action
Decide what this conversation must produce.
A conversation that surfaces the issue but produces no decision, owner, or next step usually has to be repeated later under worse conditions.
Choose the register that fits the room. The report will include all three
Define the desired outcome and a specific ask before generating the brief.
Stage 05 · Feldman Conversation Brief
Your conversation plan
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