Week Four Reflection Post 250+ word min.
dream86
5 days ago
8
files (2)M4_Lecture1_Dialogue_in_Detail.pptx
- M4_Lecture1_Dialogue_in_Detail.pptx
M4_Lecture1_Dialogue_in_Detail.pptx
OBJECTIVES
Become (re)acquainted with key conversational practices that support governance decision making
Focus on differing approaches to dialogue as practices to enhance organizational effectiveness
Consider Participating in a “real time” experience of a dialogue approach
“…a stream of meaning flowing among and through us and between us. This will make possible a flow of meaning in the whole group, out of which may emerge some new understandings. It is something new, which may not have been in the starting point at all. It’s something creative. And this shared meaning…holds people and societies together…”
David Bohm
Author of On Dialogue
Dialogue Defined
Definitions and Distinctions
3
Dialogue
From the Greek dialogos
Dia means “through” or “with each other”
Logos means “the word” or “the meaning”
“meaning flowing through”
Discussion
From the Latin discutere
“to smash together”
Debate
From the Latin de + battere
“to beat down”
Dialogue is…
…though related…
NOT
Debate
Discussion
Dispute Resolution
Dialectical Discourse
Dialogue is…
…though related…
NOT
T-Group
Human Relations Training
Sensitivity Group
Encounter Group
Dialogue and Discussion
6
Dialogue
Collaboration
Everybody wins
Seeks a rich grasp of issues
Complexity explored
Discussion
Percussion
Concussion
Competition
Goal is to win
Seeks agreement and/or victory
Decisions made
Dialogue is… A “User-Friendly” Process
Easy enough to use with children
Robust enough for professionals
7
Definitions of Dialogue “meaning flowing through”
8
“…a free flow of meaning between people, in the sense of a stream that flows between two banks.”
David Bohm On Dialogue
When to use Dialogue… Situations Where Dialogue Helps in Strategic Governance
9
Team Tensions
Competition and/or confusion over turf and resources
New Projects
Differing and often equally valid visions for the work
Contentious and Chaotic Situations
Involving open conflict, deep discord and strong passions
Complex and Complicated Processes
Requiring agreement on “where and how to begin”
Modern Dialogue Theory
Martin Buber (1914)
exchange between people in which there is a true turning toward and a full appreciation of the other as a genuine being.
Patrick DeMare (1980’s)
large "socio-therapy" meetings helps people understand and alter the cultural meanings within society and thus help heal mass conflicts.
David Bohm (1990’s)
collectively attending to the process of thinking as it arises helps surface our tacit assumptions, opinions, and rules for managing differences.
10
BOHMIAN DIALOGUE
Definitions of Dialogue “meaning flowing through”
12
“…a new kind of mind begins to come into being, which is based on the development of a common meaning… People are no longer primarily in opposition, nor can they be said to be interacting, rather they are participating in this pool of common meaning, which is capable of constant development and change.”
Definitions of Dialogue “meaning flowing through ”
William Isaacs
Author of Dialogue
13
Dialogue is about a shared inquiry, a way of thinking and reflecting together. It is not something you do to another person. It is something you do with people . . . Dialogue is a living experience of inquiry within and between people.”
Bohmian Dialogue How the Process Works
14
Begins
Helps
Defers
Promotes
with a shared topic or focus, best developed by the team
the group/team to explore that topic and underlying assumptions
the need for the group to make (immediate) decisions or choices
listening for deeper understanding and new insights
Bohmian Conditions for Dialogue
Suspending our assumptions
Means acting literally “as if suspended before us”
Regarding fellow participants as colleagues
Reduces adversarial and hierarchical stances
Using a skilled facilitator to hold the context
Limits tendency to slip into discussion
Key Skills of Dialogue
16
Suspending Judgment
Identifying Assumptions
“Right” Listening
Inquiring and Reflecting
Dialogue Process A Guide to Facilitation
17
Create a safe container (sacred space)
Set the guidelines
Offer the issue for exploration/question
Share the stories
Listen as colleagues
Close the dialogue
Debrief the learning/Share themes
Process, Content, Learning
Prepare for deeper dialogue or other processes
Deep Thoughts on Thought
“The purpose of dialogue is to reveal the incoherence of our thoughts…” Bohm
Thought denies that is participative
Thought stops tracking reality
Thought establishes its own standard of reference for fixing problems that it contributed to create in the first place
Each pattern of incoherence is evidenced in our mental models and stereotyping
Types of Inquiry:
QUESTION
OPEN-ENDED
CLOSED
FACT-FINDING
FOLLOW-UP
FEEDBACK
Different Levels of Inquiry…
Open-Ended:
invite discussion and creativity
Closed:
elicit ‘yes’-’no’ and ‘right’-‘wrong’ responses
Fact-Finding:
aim at increasing pool of data
Follow-Up:
clarify information, invite opinions
Feedback:
seek to discover what makes a difference
Different Levels of Inquiry… Practice-Your organization/Five Questions
Open-Ended:
Closed:
Fact-Finding:
Follow-Up:
Feedback:
Different questions… Some examples
Open-Ended:
How do we work together to become a premier organization?
Closed:
Didn’t we discuss this at our last meeting?
Fact-Finding:
What do we know about others doing similar work?
Follow-Up:
Why do our explorations of this question seem to stall?
Feedback:
What are some ways we can work together to approach this question differently?
Inquiry that question questions Can you think of examples?
The Trap
The Bombastic
The Question Answer
The Attack Question
…questions aimed to “Gotcha” that may shame or humiliate
…the “all about me” approach where the answer is irrelevant
…asked with a (hardened) formulated answer in mind
…where ‘fact’ selection aims at provocation
Out of the question trap... Conditions for Power in Questions
Tone
Remember much of communication is beyond the words
Projection
Keep in mind ways we may impose our issues on others
Selection
Think about level of question/readiness of participants
Congruence
Develop practices to assure questions match actions
“Memory of Person in Role”
Consider that your question may be for someone else…
Deeper Questions…
QUESTION
…of genuine concern
…of empathy and understanding
…of co-creation
…of open inquiry
…of nonattachment
Deeper questions
Genuine Concern
Focuses on learning from “the other”
Empathy and Understanding
Assures clarity in communication
Co-Creation
Invites collaboration beyond “my” interests
Open Inquiry
Elicits responses beyond the known and familiar
Nonattachment
Inquires without ego or agenda about the outcome
Conditions for Dialogue
Absent these kind of conditions is a failure to meet
Listening
Free of prejudice
Free of desire to influence each other
Free of focus on a point of view/conveying information
Interest primarily in truth and coherence
Ability to drop old ideas and intentions
Capacity to hear the other beyond one’s own thoughts
Willingness to reduce tendency to maintain/defend ideas
STRATEGIC AND DELIBERATIVE DIALOGUE
Guidelines for Dialogue
29
Speak from experience
Listen as colleagues
Suspend assumptions
Respect the speaker
Defer the need for clarification
Focus on the learning
Ideally dialogue guidelines are developed in conjunction with the group, especially in extended or ongoing processes.
Dialogue Debrief
30
Take a private moment to reflect on your own learning from the dialogue and write it down.
Identify two or three themes that you believe emerged for the class as a whole.
Share your thinking and experience on these themes with a colleagues.
Reach consensus and share one key theme with the whole class…
Towards Deeper Deliberative Inquiry
What will generate curiosity in the participants?
How do we stimulate reflection and conversation?
What touches on deeper meaning?
How do we generate energy, inquiry, exploration, and movement?
What processes will best further deliberative action?
Dialogue practice
Dialogue Guide to Facilitating the Process
33
The group first finds the energy and interest for what is to be explored. Facilitators (one or more) are required to:
Determine and set the context
Create/State guidelines
Facilitate/Model the story-sharing process
Hold the debrief of the process
creating the safe space & general conditions
assuring guidelines are appropriate for the context/group/issue
Integrating the meaning, themes, content, learning, and future direction
attending to the flow of meaning
Dialogue Guide to Facilitating the Process
34
Develop a question
Be concise
Meet agreed upon conditions
Agree upon roles
Create area(s) of exploration around which you have energy & interest
Reach agreement on the wording of the question
Determine your context (timeframes, aims, guidelines)
Decide the boundaries for conducting/facilitating the dialogue
Dialogue Forming the Question
35
An effective dialogue question:
Is open-ended
Invites a variety of potential responses
Engages reflection
Lends itself to story sharing
Encourages open exploration of issues
May be modified for deeper, ongoing work
(Comes from the group process)
Dialogue Listening as Colleagues
36
An effective dialogue requires listening:
For the entire story, process, issue to unfold
With patience and focus, even in the face of questions and uncertainty
By noticing then placing (cherished) assumptions aside
For the moment(s) when your words/story/experience adds meaning to the flow that is emerging
Dialogue Learning Together—Debrief
37
Questions may include:
What did we learn/What were the themes?
As an individual
As a group
What did we observe about our process?
In terms of the “courage to suspend”
In terms of our participation and quality of reflection
What options are emerging from the themes?
Indications of direction
New ideas, insights and perspectives
What are our next steps?
Deeper dialogue or another process…
DIFFICULTIES IN DIALOGUE
The need for dominance
The problem of “talkers”
The push to accomplish MY idea
The pressure to “get in there”
The worry about:
no leader
no topic
nothing “to do”
Which of these did you do and/or witness?
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