Introducing change and implementing it can be a daunting undertaking for professionals and managers involves. Lack of proper and accurate planning is the major reason why projects designed to introduce and execute change fail. Organizations need to examine why, when, how and where to conduct an intervention to enhance their performance. Essentially, interventions are conducted to improve the potion of n organization so as to achieve the desired change by implementing different techniques. There are various intervention techniques such as team development, consultation process, role-playing, survey feedback among others (Cameron & Green, 2015). The most important phase of change intervention is identifying the best and specific change intervention strategy that the organization wants to accomplish.
Define and Compare Debate, Discussion, and Dialogue
A debate has two sides that oppose each other and it tries to prove the other side is wrong whereas a discussion is described as an exchange of ideas. On the contrary, a dialogue is a process of communication whose aim is to attain a deeper understanding (Nelson, 2015). The major aim of the debate is to win while a discussion is mostly carried out with the primary objective of increasing understanding and clarity about an issue. Conversely, dialogue involves two or more parties working together with respect to a common understanding and hence it is collaborative. Debate established a close-minded attitude because parties involved are determined to be right. In comparison, a discussion often takes place in an ‘equal playing field’ and hence no or little attention to status, identity and power. On the other hand, dialogue one party submits his/her thinking or ideas being aware that the other party thoughts will help to make it better rather than destroying it.
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The Values of Dialogue in Helping Teams Learn and Change
Dialogue plays a significant role in easing the learning process as well as advocating change in people or team. Dialogue enables a team to learn that its contribution towards diversity is of great importance. Diversity allows individuals to gain new information and knowledge concerning experiences that beneficial and thus team innovativeness is improved through dialogue as people learn from each other (Senge et.al, 2015). Team members or individuals who dialogue regularly develop a unique relationship based on trust. As a result, they develop a rich comprehension of the uniqueness of every individual point of view. Even though this might appear radical at the initial stages, it appeals to many managers because it cultivates an environment of collective inquiry. Therefore, a dialogue is a valuable tool for learning among team members in an organization set up.
Ground Rules Required Reaching A Conversational Level In A Dialogue
Learning is the main purpose of dialogue which involves change and hence both parties concerned should learn and understand each other. It is critical for the participants that everyone has different opinions and ideas. There is no winning when it comes to dialogue. Dialogue is two-sided and the participants should only speak for themselves. Additionally, every participant in a dialogue should be treated as an equal and things like stereotypes and status should be left at the door (Slotte & Hämäläinen, (2015). It is imperative for all participants to dialogue based on sincerity and honesty. Most importantly, each participant should be open and pay attention to other people even when you do not necessarily agree with them or even rushing to conclusion/judgment. Moreover, participants should engage in a healthy criticism especially towards issues such as religion, traditions, beliefs, and politics. Finally, participants should look for a common understanding and keep the decision making and dialogue separate.
Analyze Learning Related To Designing an Effective Dialogue Session
When individuals try to work harmoniously with others they should also be able to learn harmoniously as well. Hence, it requires the participants to be aware of facts and learn to work and learn together so as to comprehend those facts effectively. Participants should learn how the rest involved in dialogue manage, organize and sort out their ideas and fact. By s doing, they can learn from each other and make effective decisions. The process of learning is imperative as it helps people to detect signs of interpersonal communication conflict (Beech & Brockbank, 2017). They can also understand the impacts of failing to manage such a conflict and create trust by establishing an environment of collaboration and social learning. Furthermore, the learning process enables the participants to raise important questions which will help them to improve their communication skills, engagement, and creativity at work as well as one's personal life.
Analyzing the Ease or Difficulty of Conversing In A Team Dialogue Session, Including the Dangers and Obstacles
Dialogues between teams lead to bonding because such teams are involved in activities that promote mutual respect and trust. Combining ideas leads to innovativeness within the organization because team members engage in a constructive collaboration. Members focus their energies on significant tasks such that it becomes easier for the team to achieve purposeful projects (Kloetzer et.al, 2015). However, most organizations have individuals from diverse backgrounds and this can lead to a problem because of different opinions and ideologies especially while working as a team. Another obstacle that a team dialogue session can face is when individuals are emotionally attached to certain decisions or ideas. In such circumstances, it is difficult for members to make rational and objective decisions. Moreover, some participants may fail to understand what is being expressed. Misunderstandings are common in all facets of communication and may hinder progress among the team members.
References
Beech, N., McGill, I., & Brockbank, A. (2017). Reflective learning in practice In Reflective learning in practice (pp. 30-40): Routledge.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change : Kogan Page Publishers.
Kloetzer, L., Clot, Y., & Quillerou-Grivot, E. (2015). Stimulating dialogue at work: The activity clinic approach to learning and development: In Francophone perspectives of learning through work (pp. 49-70): Springer, Cham.
Nelson, J. D. (2015). Debate, Discussion, or Dialogue: The ocular surface , 13 (3), 175.
Senge, P., Hamilton, H., & Kania, J. (2015). The dawn of system leadership: Stanford Social Innovation Review , 13 (1), 27-33.
Slotte, S., & Hämäläinen, R. P. (2015). Decision structuring dialogue EURO: Journal on Decision Processes , 3 (1-2), 141-159.
