University Report: Dialogue Value in Change Management (BUS-FP4802)

This report delves into the significance of dialogue within change management processes, contrasting it with debate and discussion. It emphasizes the role of dialogue in fostering team learning and organizational change. The report explores the differences between these communication methods, highlighting the collaborative nature of dialogue aimed at building shared understanding and diverse perspectives. It then analyzes the value of dialogue in facilitating learning, innovation, and change adoption within teams, and outlines the essential ground rules for effective dialogue sessions. Furthermore, the report discusses how to design effective dialogue sessions and addresses potential obstacles and benefits associated with this approach. References are provided to support the findings and analysis.

Running head: VALUE OF A DIALOGUE
VALUE OF A DIALOGUE
Name of the Student
Name of the University
Author Note

VALUE OF A DIALOGUE
Value of a Dialogue
Introduction
A change management activity of an enterprise often requires the different individuals to
be involved in an activity primarily concerned with the drivers of change and the discussion
regarding it. In consideration of this, the primary aim of the report is to analyze the differences
which exist between a dialogue, a debate and a discussion (Isaacs et al., n.d). The value of a
dialogue in helping a team learn and change would be applied which would then be followed by
the assessment of the ground rules required at this level. In addition to this, the manner in which
the dialogue has to be design will be mentioned.
Differences between dialogue, debate and discussion
A debate can be rightfully described as a combative initiative which necessarily seeks to
be victorious. This can be stated to be different from a discussion which plans to play nice. The
ulterior motive of a discussion is to understand how the problem can be solved but it is described
to be formal in nature. It intends to place own point of views and challenge the views of the
others. However, the dialogue aims to build a shared connection. In this context, it can be
mentioned that it is the purpose of a dialogue to ensure that, the participants listen more and
understand better (The Presencing Institute, 2011). The ultimate focus here is to ensure that, a
collective point of view can be built adequately and the diversity of a personality and opinion is
also envisioned. A great workplace needs to ensure a diverse perspective and aims to ensure that,
it is being able to engage in effective communication at all times.
Analyzing the value of a dialogue in helping a team learn and change.

VALUE OF A DIALOGUE
The dialogue can be said to have a monumental role to play in the field of learning and
development as well as engaging in the promotion of a change in the team. This simply means
that, the Dialogue facilitates learning by activity contributing towards diversity from the
viewpoint of all those participants who would like to be involved in the particular procedure. In
connection to this, it is effective to mention that the team innovates through a dialogue and the
result of the procedure is gaining of knowledge from others (Flood, 1999). The other reasons
why engaging in a dialogue is essential is to ensure that the firm is being able to facilitate the
adoption of the change and engage in a corporate setting throughout.
Ground rules required for this level
Although crucial, engaging in a dialogue is not easy and the following ground rules are
required:
 All aspects must be treated with confidence
 Secondly other individuals have a right to believe and feel differently from you.
 Thirdly, everyone engaged in a dialogue has the right to express their beliefs.
 Additionally, one does not have to respect those beliefs which are wrong
 Everyone must be treated with respect
 Waiting until others finish is essential (Jones, 1996).
 No one should be pressurized into speaking an all participant views have to be supported.
Learning about how to design an effective dialogue session

VALUE OF A DIALOGUE
When an individual tends to engage in a dialogue, at the same time, he or she needs to be
comfortable enough to take part into an initiative whereby they can learn themselves. Here the
knowledge needs to come from the fact that all beings need to come together and work in an
effective manner (Braham , Henry & Mapson, 1995). In addition to this, it is critical to state that,
the participants must actively take part in the learning procedure and seek to understand how to
be involved in a dialogue session which would help them to learn tactics related to the
organization, management and processing of ideas involved. This shall then assist the
participants to recognize the manner in which the interpersonal communications conflicts can be
engaged in and alongside ensure that the trust can be built effectively.
Level of ease and difficulty of conversing at this level. Assessment of the dangers and
obstacles.
One of the major obstacles may be the fact that individual can become too emotionally
involved in the discussion of an idea and may be hurt later on. In addition to this, a danger can be
the fact that one does not understand the difference between a discussion and a dialogue. There
lies a constant risk of misunderstanding involved (Williams, 1999). Moreover, the ease is that
one must not necessarily win in a debate whereas the difficulty is that one might not be able to
understand how to make this process a constructive one.

VALUE OF A DIALOGUE
References
Braham, B. J., Henry, C., & Mapson, R. (1995). Creating a learning organization: Promoting
excellence through education. Menlo Park, CA: Cengage
Flood, R. L. (1999). Rethinking the fifth discipline: Learning within the unknowable. Florence,
KY: Routledge.
Isaacs, W., Hanig, R., Harinish, V., & Woolley, A. W. (n.d.). Listening and dialogue. Retrieved
from http://web.archive.org/web/20010809115427/http://www.sol-ne.org/pra/tool/
listening.html
Jones, M. (1996). Dialogue: The emergence of shared meaning. Retrieved from
http://web.archive.org/web/20011006040924/http:/www.sol-ne.org/pra/tool/
dialogue.html
The Presencing Institute. (2011). Dialogue on leadership. Retrieved from
https://www.presencing.com/presencing/dol
Williams, L. (1999). William N. Isaacs' take on dialogue. Retrieved from
http://www.soapboxorations.com/ddigest/isaacs.html