| Description |
1 online resource (ix, 46 pages) |
| Bibliography |
Includes bibliographical references (pages 45-46). |
| Contents |
Cover -- TOC36;Contents -- Introduction -- CH36;Talk and Development -- Individual Development -- Organizational Development -- Development as a Necessary Response to Complexity -- Dialogue58; Developmental Talk -- CH36;Five Perspectives on Dialogue for Development -- Argyris58; Organizational Learning -- Bohm58; Developing Shared Meaning -- Mezirow58; The Conditions for Rational Discourse -- Johnson and Johnson58; Cooperation and Productivity -- Freire58; Transformation -- CH36;Practical Observations on Dialogue -- A Definition -- The Purpose of Dialogue -- The Role of Others in Learning -- People Already Know How to Have a Dialogue -- Dialogue Is a Relationship -- Dialogue Can Offset the Instrumental Nature of Work Relationships -- Dialogue Affirms the Intellectual Capability of Ordinary Human Beings -- The Outcome of Dialogue Is Unpredictable -- Dialogue Is Paradoxical -- CH36;Examples of How Dialogue can be Incorporated into Work Processes -- Conclusion -- Appendix A -- Future Search Conferences -- Open Space Technology -- Action45;learning -- Real45;time Strategic Change -- Appendix B58; The Conditions of Dialogue -- Speech Acts -- Situation Variables -- Bibliography -- Last Page. |
| Summary |
There is a growing sense today that organizations and the people that make them up are, to repeat a figure of speech recently used by Robert Kegan, in over their heads. As diversity becomes the rule and change the sole constant, complexity is increasing. It is generally agreed that the only effective response to this complexity is development: both at the individual and organizational level. One frequently practiced but imperfectly understood developmental activity is talk. This paper looks at the relationship between talk and development in organizations, noting the ways that developmental talk--or, as it is often referred to, dialogue--differs from the skilled talk that goes on all the time. It also summarizes five views on dialogue as offered by leading theorists, offers a series of practical observations based on these views, and presents some examples of how dialogue has been incorporated into the work processes of organizations. |
| Note |
Print version record. |
| Subject |
Communication in organizations.
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Interpersonal communication.
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Dialogue.
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Critical thinking.
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Communicative competence.
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BUSINESS & ECONOMICS -- Negotiating.
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Communication in organizations. (OCoLC)fst00870217
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Communicative competence. (OCoLC)fst00870361
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Critical thinking. (OCoLC)fst00883692
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Dialogue. (OCoLC)fst00892486
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Interpersonal communication. (OCoLC)fst00977344
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| Other Form: |
Print version: Dixon, Nancy M., 1937- Perspectives on dialogue. Greensboro, N.C. : Center for Creative Leadership, ©1996 (DLC) 95050957 |
| ISBN |
9781932973525 (electronic bk.) |
|
1932973524 (electronic bk.) |
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