Professional Documents
Culture Documents
Definition
Personal maturation has a lot to do with developing ones abilities in
the art of conversation
Dialogue is a flow of meaning
Logos = to gather together / relationship
Dialogue is a conversation in which people think together in relationship. Thinking
together implies that you no longer take your own position as final. You relax your grip on
certainty and listen to the possibilities that result simply from being in a relationship with
others.
Thinking alone is so taken for granted, so deeply embedded in our modern ways of living;
it may be our headstrong belief that this is the only way to go that is getting us in trouble.
Through dialogue we learn how to engage our hearts. It requires we learn to include and
take into account opinions different from our own. Dialogue requires we take
responsibility for thinking, not merely reacting.
Group Behavior
Structure of group behavior (Kantors four-player action model & roles):
Movers (sovereign) new idea
Opposers (warrior) challenge idea
Followers (lover) provide support
Bystanders (magician) provide insight on action
When someone makes a move, they are initiating an action. Another person
might agree and want to support what is being said. A third person might
step in and oppose them, challenging what they are saying or proposing.
And a forth person might describe from his perspective what he has seen
and heard, and propose a way of thinking and seeing that expands
everyones vision. Bystanders provide perspective instead of taking a stand.
Healthy ecology of thought is characterized by the presence of all four
roles. They are not static; people take on new roles as needed when they
sense a need for shift of energy.
Different Languages
Problems today are too complex to be managed by one person. Dialogue seeks to harness
the collective intelligence together we are smarter than we are on our own.
At its best, dialogue includes all 3 of these voices.
Ancient Greeks & human societys 3 value activities:
The True (pursuit of objective understanding) Science (IT)
The Beautiful (subjective experience of beauty) Art (I)
The Good (shared activity of coordinated and just action) Ethics (WE)
The 3 different languages:
Meaning (concepts)
Aesthetics (feelings)
Power (actions)
I never saw an instance of one or two disputants convincing the other by argument
Thomas Jefferson
When was the last time you were really listened to?
Discussion is about making a decision; seeks closure and completion (to decide = to murder the
alternative). It is about breaking things into parts in order to understand them more clearly.
Problems with discussion arise because people use it for every form of knowledge generation.
While it produces important and valuable results, it is too limited for many problems where
people bring fundamentally different assumptions to the table, have reasonable differences of
view, and deep investments in getting what they want.
Dialogue is about exploring the nature of choice; to choose is to select among alternatives, to
reorder knowledge. It asks us to consider the context or field of which the problem arises, to
open ourselves to new options and the thinking underlying our assumptions, not simply to go for
closure.
Tacit Knowledge
Just as we know how to ride a bicycle, so it is with our thinking process: we know
how to do it but we dont think about it both are examples of tacit knowledge.
Tacit knowledge is the understanding that enables us to produce behavior without
thinking about it knowledge for which we do not have words; we cannot describe
the mechanisms, only the result. Tacit knowledge cannot be turned into explicit
knowledge. It is a different thing altogether. It is defined precisely by the fact that we
have no words for it.
The problems people have with thinking have their roots at the tacit level. To change,
we must become conscious of how this process works, to develop new capabilities.
Holographic Paradigm the whole of the world is enfolded within our awareness
(David Bohm)
We often confuse our memory with thinking. To think truly is to say things
that may surprise us, to sense an emerging potential of a situations, to
perceive what is not yet visible, and to give it voice. Thinking moves more
slowly. What we usually call thinking is often merely the reporting or acting
out of patterns already in our memory (established positions, assumptions,
and beliefs).
Memory (thoughts) is essential. It would be unfortunate if we had to relearn
to drive every time we got in a car for example. But the presence of thoughts
and felts becomes a problem when we simply live out of our memories
without realizing it. Then our memory controls us. Unfamiliar situations may
require fresh response, innovation, thinking anew.
How firmly do you hold onto your views?
Do you have room for other points of view?
Coherence
Principles for dialogue
Participation
Unfolding
Awareness
Coherence
The world is an undivided whole. The challenge lies in coming to understand
the ways in which this is true. All the nobility and all the ugliness is in some
fashion included. Generally we do not see the coherence, only the fragments.
Understanding of coherence is in the eye of the artist in us, which
appreciates the whole; inquire into what is and not constantly try to produce
what we imagine should be. We may not always like what we discover, but
we learn to see how it all fits.
Ultimately, we perceive the coherence of the world as we extend forgiveness
to ourselves and to others.
Building
Capacity for New Behavior
Listening, Respecting, Suspending, Voicing
There are few acoustical illusions (something sounding like something that in fact it is
not) while there are many optical illusions.
Learning to Listen
Be Aware of Thought memory plays a powerful force in how you perceive those around you. To listen is
to realize that much of our reaction to others comes from memory. Learn to watch and notice how our
thoughts dictate to us much of our personal and collective experience.
Ladder of Inference stick to the facts. Differentiate between what we think and what leads us to think it.
We often form conclusions and then do not test them, treating our initial inferences as facts, subsequently
as assumptions and beliefs. And when we are invested in an opinion, we tend to seek evidence that we are
right and avoid evidence that we are wrong. Errors of this sort can have devastating consequences.
Follow the Disturbance often when we listen to others we may discover that we are listening from an
emotional memory rather than from the present moment. Listening to our own actions, we begin to see
what we have been doing to others.
Own Resistance become conscious of the ways in which we project our opinions about others onto them
Stand Still quiet the inner chatter of our minds
Listen for the Dilemmas one of the reasons people struggle to say what they think is that they are in a
dilemma. No matter what they say, they fear theyll be in trouble. In these situations, people typically fail
to hear what the other actually intends, through the mixed messages. Listening for the underlying
dilemma, you can learn a great deal about a situation and free people to own up both to what they
intended and the impact they actually had.
Respecting
When we do not respect, we impose on others
Latin respecere = to look again / to observe
To respect someone is to look for the springs that feed the pool of their
experience. Respect also means honoring peoples boundaries. If you respect
someone, you do not intrude. At the same time, if you respect someone, you
do not withhold yourself or distance yourself from them. Treating people
with respect means seeing them for the potential they carry. Respect is
looking for what is highest and best in a person and listening to them in this
way.
Loss of respect = my assessment that what you are doing should not be
happening. The source of trouble lie in my frame : My belief causes me to
look for a way to change you, to help you to see the error of your ways. It
causes me to avoid looking at my own behavior and how I might be
contributing. People on the receiving end of this attitude experience
violence the imposition of a point of view with little or no understanding.
Listen As If It Were All in Me look for how the same dynamics in others operate in ourselves.
The courage to accept it as not only out there but also in here enables us to engage in a very
different way; it involves no effort to fix others. The challenge is to come to a point of
acknowledgment
Make It Strange heightening what seems different or impossible to understand; spend two
hours with someone very different from you and look at them as if they were unique. Respect
the polarizations without making any effort to change them; you get to actually find many things
in common
Support the People who Challenge making deliberate space for people who have a different
point of view can bring about balance in the conversational ecology
Learn to Hold Tension hold tensions that arise and not react to them long enough to inquire
into them. A dialogue can begin to be a mirror of the different things that go on inside everyone
Suspending
Suspension is interrupting the habitual functions of memory and inviting a fresh response
When we listen to someone speak, we face a choice to defend our view and resist theirs or to suspend
our opinion. Suspension means that we neither suppress what we think nor advocate it with unilateral
conviction. To suspend is to see things with new eyes. It is difficult because we tend very quickly to
identify what we say with who we are. We feel that when someone attacks our idea, they are attacking us.
Suspension is the art of loosening our grip and gaining perspective. The absence of suspension is
certainty.
Access Your Ignorance give room, recognize and embrace things you do not know, by willing to be
influenced by the conversation. To suspend criticism is to take back into yourself the force you might put
off onto others. If you neither suppress this energy, nor express it, you are left with having to hold it in
yourself and explore its meaning and dimensions.
Reflect in Action the ability to see what is happening as it is happening; to free ourselves from habitual
ways. To be aware is to allow our attention to broaden.
We cannot simply make change happen as if we were separate from the thing we seek to change. In a
dialogic approach, rather than seeking the levers for change, or the tools to drive change, you would
seek to inquire into the way the system works, the principles that guide it, and the underlying coherence
within it. You would not seek to manage an organization but, rather, cultivate the conditions under
which it might evolve and change.
Ask Genuine Questions good questions are questions for which we do not have (immediate)
answers. An estimated 40% of all questions are statements in disguise. Another 40% are
judgments in disguise. Real questions are often notable for the silence that follows their
utterance. Also, finding a question is one thing. Allowing oneself to tolerate the tension that
arises with its articulation is another. We live in a world where it is unsafe to say I dont know
which is a climate that does not foster genuine inquiry. Listen for the quality of questions
people ask themselves and for the degree of self-reflection in the questions (degree to which
they attribute problems to outside sources of themselves).
Seek the Order Between how are polarized views connected; looking for what exists between
the extremes (either/or issues) that people take
Reframe & Externalize Thought sometimes the change comes because you put on new glasses.
Display the different voices in your head
Ask: What Am I Missing? & How Does the Problem Work? how have things come to be this way
Voicing
In speaking we create
Make space for what is seeking to be spoken to come out
The journey to finding and speaking your voice entails feeling the
confidence that what you are thinking is valid, and fits. It requires first a
willingness to be still, to trust the sense of not knowing what to do or
say, to let what is in you take shape before giving words to it. Learning to
choose consciously what we do and do not say can establish a great level
of control and stability in our lives.
Often the voice that is genuinely ours is not well developed. When our
voice is underdeveloped, we are too quiet, unable to bring out what we
think in a way that lets us create what we want. When it is overinflated,
we crowd others. Learning to speak your voice entails acknowledging
those aspects of yourself that participate in both extremes. One reason
we get caught in these extremes is that we live out of an image about
what we think we are and should be.
most long to create in the world? What is your music and who will play it if
you dont?
Speak to and from the Center the center of each person; people tend to
speak from the common pool of meaning being created by all the people
together and not to each other as individuals. What voice is speaking now? Is
it mine? Or one I inherited or absorbed from others?
Learning to access the parts of ourselves that do not yet have a voice can also
be quite freeing. We move from reporting our memory to speaking our hearts.
Developing
Predictive Intuition
Patterns of Actions & Structures
Patterns of Action
According to Kantors model of 4 kinds of action in a group, each position has a dialogue practice as well:
To Move is to give Voice
To Follow is to Listen
To Oppose is to Respect
To Bystand is to Suspend
Typically, a conversation appears as a hodgepodge of perspectives: Two points of view cannot generally live side
by side for long. These hidden but powerful structures of interaction can neutralize dialogue. Structure enforces
dynamics, sometimes the very dynamics we want to defuse.
Any system that silences Bystanders and Opposers is by definition in trouble because vital information is not
being shared. When we are stuck we repeat a move that would be better changed.
Predictive Intuition is the capacity to perceive face-to-face structures of interaction; capacity to perceive and
name what is happening as it is happening; developing this intuition is important in order to not become overly
locked into the system itself.
Patterns of Action is finding the gaps between what people intend to do and what they actually do; most people
are unaware when they create such gaps, as they are often so certain of their views that are unwilling to change.
One way to move beyond these limited-action dynamics is to name the difficulty.
The challenge in dialogue is to go beyond the appearance and the baggage that might be attached to a particular
action, and look for the underlying intention. The central spirit behind this approach is forgiveness a stance
that looks to the motives that a person intended regardless of how their actions appear.
Structural Traps
Structure contains the forces within a setting that operate to produce certain results. Two fish
swim in a blender that has yet to be turned on. The one fish says to the other, And they expect us
to relax! The blender is an example of a structure that determines the behavior.
When it comes to social structures, structure means interactions between people in a dialogue. It is
the set of frameworks, habits, and conditions that compel people to act as they do. These
structures govern the way we think and act. We can predict the way an individual or group will
tend to behave once we know the structures that guide them the quality, content, and timeliness
of the information being conveyed. This includes the goals, incentives, costs, and feedback that
motivate or constrain behavior.
A structural trap is a condition where one part of the system requires people to act in one way,
while another part of the organization requires them to do something else that directly
contradicts. Different subsystems of any organization often have very different assumptions and
ideas about what is wrong and tend not to communicate well to one another. The net effect is that
people feel their efforts to produce change are constantly being undermined and neutralized.
This kind of trap often goes unspoken and undiscussed. Problems may be endlessly analyzed and
seemingly well understood, but no one could seem to bring all the players together to talk about
their different assumptions and dilemmas. Structural traps like these can cripple an organization
and as a result, problems persist for years.
Diagnosing Traps
Becoming aware of another persons & our own language domains & preferences:
Language of Meaning What is the significance of this event / what does this mean?
the ideas, values, theory, and philosophy behind what is happening; can explore ideas to
the exclusion of concerns about action or feeling
Language of Power What are we going to do here? the energy to get things done;
Language of Feeling Are we taking care of the people and their needs? meaning is too
People speak from these different language domains all the time, depending on the
circumstances, the people present, and their internal makeup.
People in HR often speak languages of feeling or meaning. But majority of people they
report to speak the language of power. Scientists and researchers often speak the language
of meaning to understand underlying causes. Managers speak the language of power and
want to get something done. But a manager knowing that providing meaning is important
to the researcher under them could help to bridge differences.
Most conversations seem to use a dominant language. If that is the language of power, to
gain leverage, one can inquire, How do people feel about this? What is the meaning of
this conversation for you?
System Paradigms
The 3 different languages / lenses guide people to different preferred ways of organizing, governing, decision
making, and setting boundaries within any system:
Closed System
Purpose: stability through tradition and lineage
Characteristics: hierarchy, formal authority, control over
Leadership: manages for the good of the whole
Limit: blindness (to emergent change)
Open System
Purpose: learning through participation
Characteristics: democracy, pluralism, collaboration
Leadership: balance the good of the whole with the good of the individual
Limit: tolerance (of people who are intolerant and confused of boundaries)
Random Systems
Purpose: exploration through improvisation
Characteristics: creativity not constrained by formal structures
Leadership: rapid innovation
Limit: anarchy
As we learn to see these structures of our interactions, we can increase the likelihood and quality of dialogue by
recognizing the way someone is operating and appreciate their worldview. We can make a map of the system we see
with the issues and dilemmas people face to show how behavior produces the results.
Conversation Container a space for psychological safety; setting in which the intensities of human activity
can safely emerge and hold the space for emotional intensity. If theres no container to hold the pressure,
people will tend to try to avoid issues, blame one another, resist what is happening. Examples:
Intimate relationships settings in which certain things can be said and done that cannot happen
anywhere else
Teams they hold inner contradictions and inconsistencies, and are limited in what they can hold.
When our container is full, we get filled up unable to hear or absorb more
Physical containers Congress Hall is a physical container that holds well the acoustics of dialogue.
The physical structure of a room also determines conversational power. The circle is an ancient symbol
and container for dialogue. It is an economical form to enable everyone to see and hear. The circle is
also a focusing device things intensify in the circle.
Internal & collective containers there are physical acoustics arising from the structures of our skulls
and inner ear, and there are internal dimensions to our capacity to hear. What kinds of sounds can be
heard within you? The shape of our internal container guides our ability to hear what is being said.
The shape of a collective container equally determines what can be said and heard.
Often in a group, someone will say things that upset or disturb others. Do individuals feel free to raise the
issue and inquire? Dialogue requires a willingness to raise these things for the purpose of testing them. To
consciously manage boundaries, deepen the sense of safety make choices about whether there is to be an
open, closed, or random and unregulated system.
Field Re-Entry
There is a constant movement between the different fields.
However powerful and flowing a conversation becomes, you do not live in
this experience permanently; you must leave it. The return is a return to a
world you departed, but from a different place. Your relationship to it
changes. You return from fields III & IV to the world of politeness or
civility knowing that very different kinds of conversations are possible.
You can begin to understand when people are speaking across frames and
clashing, and suspend these clashes as opposed to seeking to fix them.
You return with a kind of responsibility to bring these new insights into
the life of the community.
People must realize that some knowledge arises because of the shared
Ecology of Thought
The Good language of power and action
This language is often spoken from the narrow perspective of the system
immediately at hand. Separated from the Beautiful and the True, the Good
becomes tyrannical and oppressive. Not only to ask, What to do? but also, Will
what you plan to do be any good in a wider sense?
The Beautiful language of feeling and artistic expression
How many managers and leaders today consider whether the policy they are
about to pursue is in fact beautiful? Do they love the policies and ideas they
pursue? Beauty or aesthetic of any subject is an essential component of its
successful deployment and sustainability.
The True language of meaning and science
What is true in any given situation can include rigorous exploration of the
interior dimensions of experience as much as it can the objective, exterior
dimension. Learning to ask new and deeper questions of our inner worlds to
reflect internally is important work. It forces leaders to think about their
choices, many of which are often made unconsciously, out of habit, or out of
fear. Choices sawn with these energies inevitably collapse.
Widening Perspective
Social Networks & Organizational Change
Societal development:
Creating communities of wealth attention on resources, post WWII generation
Creating communities of meaning attention on personal growth, 21st century
Organizational Change
Fundamental change depends on people taking responsibility what Chris Argyris
calls internal commitment for the issues they face.
Reasons for ineffective corporate changes:
Structural contradictions in which one set of causal forces pulses one way and
another pushes in a different direction (Chris Argyris). What David Kantor also calls
a structural trap
Idolizing terms like empowerment or learning organizations empowerment
becomes a thing to achieve, not a path to follow and creating a learning
organization becomes a standard to impose, not a process to germinate
Ways of building new capabilities in individuals and teams:
Suspending seeing the system and reflecting on the structures and forces that
produce incoherence
Respecting respecting the ecology of relationships in and around the organization
Listening staying present to what is happening
Voicing finding, enhancing and strengthening the organizations central story
Companies that support differentiation, devolving power and freedom to lower levels
of the organization, inevitably face the challenge of managing the need for integration.
Dialogic process is used to increase awareness of the whole, enabling a climate of
connection.
Leading Change
One of the largest barriers to learning of any kind is the fear of failure, of making errors, of
losing face. The support required from leaders on change processes cannot be
overemphasized. Support must come in the form of leaders embodying the very changes
that are being asked of others.
Map and Transform the Structural Traps a critical dimension of change efforts is
mapping the structural traps, unwitting contradictions and dilemmas and creating a
container strong enough to surface and explore these traps
Engaging the Embedded Ecology to Actively Reflect & Inquire engage the underlying
ecology of thought rather than simply impose a new logic for change from the outside;
create ways for people to reflect on what is happening to them and why; the action-based
focus in most organizations prevents people from realizing that their reactive behavior
may only be compounding the problems they face
sustain the four practices for dialogue; Examples: learning laboratories, cross-divisional
teams designing processes for facilitating collaboration across the network, open forums
for conversations