Professional Documents
Culture Documents
Based on Peter Senge et.al. The Fifth Discipline FieldBook, pp.59-65; 351-441
Contents
Definitions
Dialogue
Skillful Discussion
Teams
The Wheel of Learning
Team Learning among Senior
Managers of an organization
Team Learning
Is not the same as team
building
Not a discipline of improving
team members skills or
communication skills.
Improved Conversation
The primary medium with
which teams build all of
team learning capabilities.
Two conversational forms:
dialogue and skillful
discussion.
Dialogue
From two Greek roots, dia (meaning
through or each other) and logos
(meaning the word.
A stream of meaning flowing among
and through us and between us.
A sustained collective inquiry into
everyday experience and what we take
for granted.
Create conditions in which people
experience the primacy of the whole.
Dialogue
Not merely a set of techniques for
improving organizations,
enhancing communications,
building consensus or solving
problems.
Based on the principle that
conception and implementation
are intimately linked, with a core of
common meaning.
People learn how to think together.
Start to act in an aligned way.
Evolution of Dialogue
PHASE 1
Instability of the
container
Invitation
Conversation
(to turn together)
Deliberation
(to weigh out)
INITIATORY CRISIS
Discussion
(to shake out)
Suspension
(to hang in front)
PHASE 2
Instability in the
container
CRISIS OF SUSPENSION
Debate
(To beat down)
Skillful Discussion
(the flow of speech;
logical analysis)
Dialogue
(the flow of meaning)
PHASE 3
Inquiry in the
container
Metalogue
(meaning moving with,
among)
PHASE 4
Creativity in the
container
When any group of individuals comes together, the bring with them
a wide range of tacit, unexpressed differences in perspectives.
At this moment, dialogue confronts its first crisis.
They need to look at the group as an entity, instead of merely
trying to understand each other or reach a decision that everyone
can live with.
INITIATORY CRISIS - You intend to have dialogue, but you cannot
force it to happen.
They have choice.
They can suspend their views, loosening the grip of their certainty
about all views, including their own; observe the ways they have
made and acted upon assumptions; question the total process of
thought and feelings - that will move them toward dialogue.
Or, they can move to converge and dissect or defend previously
held positions.
If they begin to defend themselves, avoiding evidence that would
weaken their view they are moving towards unproductive
discussion.
If they begin to surface the data that leads them to conflict, and the
reasoning they use to support their positions, they are moving into
skillful discussions.
containerisisthe
the
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sumofofthe
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collective
sum
assumptions,shared
shared
assumptions,
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and
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group.
beliefs
Basic Components of a
Dialogue Session
Disagreement as an opportunity
Use potential disagreements to find
out where to dig deeper.
The moment of disagreement is cause
for celebrations.
In fact, if there is no disagreement, it
means that the group is moving too
quickly.
Often, an affection develops between
members of the group with the most
opposing views, as if the affection is
fueled by diversity.
Discussion
Stems from the Latin discutere,
which means to smash to pieces.
A conversational form that promotes
fragmentation.
People discuss to win; they heave
ideas against each other to see
whose ideas will be the strongest.
It undermines learning and ideas
and solutions rarely get the
consideration the deserve.
Skillful Discussion
Involves collaborative
reflection and inquiry skills to
see how things fit together
ands a more penetrating
understanding of the forces
at play among the tea
members themselves.
Incorporates some of the
techniques and devices of
dialogue and action learning
but always focused on tasks.
Meetings
Have agendas
People leave with priorities and work
assignments in hand.
The team also learns to make their
thought processes visible, to surface
and challenge assumptions, and to
look more closely at sources of
disagreements.
Improve the the quality of their
collective thinking and interacting.
4.
o
o
o
o
Stop talking
Imagine the other persons viewpoint
Look, act, and be interested
Observe non-verbal behaviour
Dont interrupt
Listen between the lines for implicit and explicit
meanings
Speak only affirmatively while listening
Rephrase what the other person has just told you
Stop talking (The first and the last because all
other techniques of listening depend on it. Take a
vow of silence once in a while.)
A Continuum
Raw
Debate
Polite
Discussion
Skillful
Discussion
More
conventional
Theprimary
primarydifference
differencebetween
betweendialogue
dialogueand
andskillful
skillful
The
discussionisisintention.
intention.
discussion
Inskillful
skillfuldiscussion,
discussion,the
theteam
teamintends
intendstotocome
cometotosome
some
In
sortofofclosure
closureeither
eithertotomake
makeaadecision,
decision,reach
reachagreement,
agreement,
sort
oridentify
identifypriorities.
priorities.
or
Indialogue,
dialogue,the
theintention
intentionisisexploration,
exploration,discovery
discoveryand
and
In
insight.
insight.
Dialogue
More
attuned to the
sources of group
thought & bringing
them to the
surface
Teams
are recognized as a critical
component of every organization
the predominant unit for
decision-making and getting
things done.
Theword
wordteam
teamcan
canbe
betraced
tracedback
backto
tothe
the
The
Indo-Europeanword
worddeuk
deuk(to
(topull);
pull);itithas
hasalways
always
Indo-European
includedaameaning
meaningof
ofpulling
pullingtogether.
together.
included
Themodern
modernsense
senseofofteam,
team,a
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groupofofpeople
people
The
century.
actingtogether,
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emergedin
inthe
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acting
Characteristics of a
Learning Team
Have a reason to talk and
learn a situation that
compels deliberation, a
need to solve a problem,
the collective desire to
create something new, or a
drive to foster new
relationships with other
parts of the organization.
Team Facilitator
An outside facilitator trained in
techniques for building reflection and
inquiry skills as well as dialogue
facilitation can develop skills faster.
Team members often unknowingly
misrepresent reality and cover up.
Only an outsider can see these
learning disabilities clearly.
How Do We Learn?
Predators
Operate in cycles.
Most of the time they display barely any movement,
projecting a sense of calm focus, waiting for the right
moment.
Then it comes!
Their muscles are charged with intensity as they as they
sneak with up on their prey and strike.
When its over, they return to their original calm.
The cycle is back to its beginning.
DOING
DECIDING
REFLECTING
(thinking & feeling)
CONNECTING
More
abstract
More Action
More Reflection
Reflecting
Connecting
Creating ideas and possibilities for action, and
rearranging them into new forms.
Looking for links between your potential
actions and other patterns of behaviour in the
system around you.
What did our last action suggest might be a
fruitful path to follow?
What new understandings do we have about
the world?
Where should we be looking next?
Deciding
Settling on a method for action
From alternatives and options generated in
the connecting stages, you choose and
refine your approach
Incorporates an element of choice
Here is the alternatives we choose to take,
and here are the reasons why.
Doing
Performing a task, with as much of an
experimental frame of mind as possible.
What you do might be hurried, but it will
be supported by the three reflective
stages which cam before.
When you finish the deed, you move
immediately back to the reflecting
stages, with a review: How well did it
work out?
COORDINATED
ACTION
JOINT
PLANNING
PUBLIC
REFLECTION
SHARED
MEANING
More
abstract
More Action
More Reflection
A
COORDINATED
ACTION
JOINT
PLANNING
More
abstract
PUBLIC
REFLECTION
SHARED
MEANING
C
D
More Action
More Reflection
Style C: Connection-Makers
Draw hypotheses and suggest
reasons why something
happened.
The most natural thinkers on the
team.
Have to be drawn out.
Style D: Solution-Finders
Convergent thinkers
A facility for abstraction but also drawn to
experiment.
Intuitively feel that things should move to
a point.
Great at solution analysis.
Action begins under their aegis.
Style A: Accommodaters
Manage the process of
accommodating the groups
theory to reality;
implementing the solution,
and judging the hypotheses
of the experiment against the
facts.
Most willing to dump the
theory if the theory doesnt fit,
which makes them essential.
dauntingchallenge
challenge
AAdaunting
thatmany
manyteams
teamscannot
cannot
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Executiveteam
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