Additional Perspectives on Dialogue

Previous lessons on dialogue show that it is undoubtedly a valuable addition to organizational development initiatives. The additional perspectives reaffirm this lesson. They show that dialogue enables better learning, thus facilitating more effective organizational development. Drybrough and Godin (2014) provide a simple definition of dialogue that enhances the comprehension of this level of communication. The article defines dialogue as communication with each other, not at each other. When in dialogue, people are not concerned about sharing information as much as they are interested in learning. Dialogue facilitates better collaboration, which Senge et al. (2007) believe is important for organizational change. Collaboration, through dialogue, creates an environment of learning. It enables group members to focus on complex issues as a team. They work together to develop solutions rather than trying to fulfill individual goals.

In general, the two additional perspectives on dialogue confirm what was already learned about the value of dialogue. The article further explains why it is important for an organization to achieve this level of engagement. Getting employees to genuinely want to be in dialogue is not an easy process, but the understanding of its value should be enough to convince organizations to try and achieve it. Drybrough and Godin (2014) mention organizations’ strategies to achieve dialogue communication. These strategies include using balanced inquiry and advocacy, understanding concepts, understanding intent vs. impact, and building a container for conversation. Leaders can follow these rules to create better collaborative relationships.

References

Drybrough, J. & Goddin, D. (2014). Dialogue. Training Journal

Senge, P. M., Lichtenstein, B. B., Kaeufer, K., Bradbury, H., & Carroll, J. S. (2007). Collaborating for systemic change. MIT Sloan Management Review, 48(2), 44.

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