The Pitt Three Things To Say frames challenging conversations as a repeatable process rather than a one-off conflict. This approach highlights three core statements that help people clarify intent, align expectations, and move forward constructively.
Below is a structured overview of the method, showing each element, its purpose, and a quick example for workplace use.
| Element | Purpose | When to Use | Example in a Team Setting |
|---|---|---|---|
| Observation | State facts without judgment | Early in the discussion to create shared context | I noticed the deadline was missed by two days. |
| Impact | Name the consequences for outcomes and relationships | When explaining why the issue matters | This delayed the client review and reduced stakeholder confidence. |
| Request | Propose a concrete next step | To close the loop and prevent recurrence | Can we set a brief check-in each morning to confirm priorities? |
Clarify Intent With The Three Statements
Each of the three statements serves a distinct communicative role. The first statement describes what you observed, focusing on behavior rather than personality. The second statement explains the impact, linking actions to outcomes and feelings. The third statement is a forward-looking request that invites合作 rather than defensiveness.
Apply The Framework In Real Conversations
Using a consistent structure makes difficult discussions feel safer and more predictable. Teams and managers who adopt The Pitt Three Things To Say report fewer misunderstandings and quicker resolution of tension. Practicing the three moves in everyday dialogue builds a habit that scales to high-stakes conversations.
Refine Communication Across Teams
Organizations benefit when feedback follows a clear and repeatable pattern. The framework reduces ambiguity about expectations and makes peer-to-peer dialogue more efficient. Leaders who model the three statements set a standard for respectful, results-oriented communication.
Integrate With Existing Processes
The Pitt Three Things To Say complements performance reviews, retrospectives, and one-on-one meetings. It works well in both scheduled conversations and in-the-moment check-ins. Embedding the structure into team norms encourages timely, candid dialogue before issues escalate.
Build A Culture Of Clear, Accountable Dialogue
Adopting a simple, repeatable way to communicate feedback and requests helps teams move from confusion to coordinated action. The Pitt Three Things To Say offers a practical tool for aligning intent, behavior, and outcomes on a daily basis.
- Use observation, impact, and request to structure difficult conversations
- Apply the framework in one-on-one and team settings to reduce ambiguity
- Integrate the method into regular meetings and performance discussions
- Model the three statements to influence cultural norms around feedback
- Practice in low-stakes moments so the approach feels natural in high-stakes discussions
FAQ
Reader questions
How do I start a conversation using The Pitt Three Things To Say?
Begin with a neutral observation, clearly state the impact on goals or relationships, and close with a specific, forward-focused request that invites collaboration.
Can this approach work with senior leadership or cross-functional stakeholders?
Yes, by keeping the observation factual, highlighting business impact, and proposing a request that aligns with organizational priorities, you maintain respect while driving clarity.
What if the other person becomes defensive during the discussion?
Re-state the observation and impact calmly, emphasize shared intent, and shift to a request that reduces friction and focuses on the next step.
How often should I use The Pitt Three Things To Say in day-to-day work?
Use it for any discussion where expectations, feedback, or changes need to be addressed clearly, turning ad hoc conversations into structured, productive exchanges.