Dialogic Organization Development

Dialogic Dialogic Organization Organization DevelopmentDevelopment

Gervase R. Bushe Ph.DGervase R. Bushe Ph.DProfessor of Leadership and Organization DevelopmentProfessor of Leadership and Organization Development

Keynote AddressKeynote Address

2013 conference on 2013 conference on

Knowledge, Culture and Change in OrganizationsKnowledge, Culture and Change in Organizations

Dialogic Organization Dialogic Organization DevelopmentDevelopment

• A label created by Bob Marshak A label created by Bob Marshak (American University)(American University) and myself to group together a set of organization and myself to group together a set of organization development practices that violate some central development practices that violate some central tenets of organization development theory.tenets of organization development theory.

• Dialogic OD is NOT about having better dialogues. Dialogic OD is NOT about having better dialogues. It is about the process of planned, transformational It is about the process of planned, transformational change.change.

•Art of Convening (Neal and Neal)Art of Convening (Neal and Neal)•Art of Hosting (artofhosting.org)Art of Hosting (artofhosting.org)•Appreciative Inquiry Appreciative Inquiry (Cooperrider)(Cooperrider)

•Complex Responsive Processes Complex Responsive Processes (Stacey, Shaw)(Stacey, Shaw)

•Conference Model (Axelrod)Conference Model (Axelrod)•Coordinated Management of Meaning Coordinated Management of Meaning

(Pearce & Cronen)(Pearce & Cronen)•Cycle of Resolution (Levine)Cycle of Resolution (Levine)•Dynamic Facilitation (Rough)Dynamic Facilitation (Rough)•Engaging Emergence (Holman)Engaging Emergence (Holman)•Future Search (Weisbord)Future Search (Weisbord)•Narrative Mediation (Winslade & Monk)Narrative Mediation (Winslade & Monk)• Open Space Technology (Owen) Open Space Technology (Owen)

Some Dialogic OD Techniques

• Organizational Learning Conversations (Bushe)

• Reflexive Inquiry (Oliver)• Real Time Strategic Change (Jacobs) • Re-Description (Storch)• Search Conference (Emery)• Solution Focused Dialogue (Jackson &

McKergow)• Structure of Belonging (Block)• Syntegration (Beer)• Systemic Sustainability (Amadeo & Cox)• Talking stick (pre-industrial)• Technology of Participation (Spencer)• The Circle Way (Baldwin)• Visual Explorer (Palus & Horth)• Work Out (Ashkenas) • World Café (Brown & Issacs)

Diagnostic OD Dialogic OD

Influenced by Classical science, positivism, and modernist philosophy

Interpretive approaches, social constructionism, critical and post modern philosophy

Dominant Organizational Construct

Organizations are like living systems

Organizations are meaning making systems

Ontology and Epistemology

Reality is an objective fact There is a single reality Truth is transcendent and

discoverable Reality can be discovered

using rational and analytic processes

Reality is socially constructed

There are multiple realities Truth is immanent and

emerges from the situation Reality is negotiated and

may involve power and political processes

Constructs of Change

Usually Teleological Collecting and applying

valid data using objective problem-solving methods leads to change

Change can be created, planned and managed

Change is episodic, linear, and goal oriented

Often Dialogical or Dialectical

Creating containers and processes to produce generative ideas leads to change

Change can be encouraged but is mainly self-organizing

Change may be continuous and/or cyclical

Focus of Change

Emphasis on changing behavior and what people do

Emphasis on changing mindsets and what people think

Three Underlying Three Underlying Change LeversChange Levers

1.1. a change in the organization’s dominant a change in the organization’s dominant narrative or discursive patternsnarrative or discursive patterns leads to a change in social relationsleads to a change in social relations

2.2. a new, a new, generative image generative image creates an opportunity for people to imagine creates an opportunity for people to imagine new ways of thinking and acting that is compelling to them. new ways of thinking and acting that is compelling to them.

3.3. a disturbance in patterns of interaction is managed so as to sustain the a disturbance in patterns of interaction is managed so as to sustain the emergenceemergence of new, more complex patterns of interaction of new, more complex patterns of interaction

complex adaptive systems theory, complex adaptive systems theory, complex responsive process theory, and complex responsive process theory, and theories underpinning organizational discourse studies such as social theories underpinning organizational discourse studies such as social

construction (broadly defined) construction (broadly defined)

provide a theoretical basis for those change provide a theoretical basis for those change methods grouped under the label “Dialogic OD”.methods grouped under the label “Dialogic OD”.

• In 1987 something happened that so transformed In 1987 something happened that so transformed relations between eco-advocacy groups and relations between eco-advocacy groups and business/government that Greenpeace Canada business/government that Greenpeace Canada almost fell apart trying to adapt to the almost fell apart trying to adapt to the change…….what was it?change…….what was it?

GenerativityGenerativity

• The "…capacity to challenge the guiding The "…capacity to challenge the guiding assumptions of the culture, to raise fundamental assumptions of the culture, to raise fundamental questions regarding contemporary social life, to questions regarding contemporary social life, to foster reconsideration of that which is 'taken for foster reconsideration of that which is 'taken for granted' and thereby furnish new alternatives for granted' and thereby furnish new alternatives for social actions" (K. Gergen,1978, p.1346social actions" (K. Gergen,1978, p.1346))

A Generative ImageA Generative Image

• the outcome of Dialogic OD is generative when one the outcome of Dialogic OD is generative when one or more new ideas arise that compel people to act in or more new ideas arise that compel people to act in new ways that are beneficial to them and others. new ways that are beneficial to them and others. The compelling nature of the idea shows up in a The compelling nature of the idea shows up in a number of ways: it keeps being talked about, shifts number of ways: it keeps being talked about, shifts the discourse, and results in new sense-making the discourse, and results in new sense-making which in turn results in new actions.which in turn results in new actions.

How generativity changes How generativity changes organizationsorganizations

AGenerative Image

changes

A generative

image changes

EmergenceEmergence

• Emergence is nature’s way of changing, in which Emergence is nature’s way of changing, in which increasingly complex order arises from disorder.increasingly complex order arises from disorder.

This pattern of change flows as follows: This pattern of change flows as follows: DisruptionDisruption breaks apart the status quo. breaks apart the status quo. The systemThe system differentiates differentiates, surfacing innovations and , surfacing innovations and

distinctions among its parts.distinctions among its parts. As different parts interact, a new, more complex As different parts interact, a new, more complex

coherencecoherence arises. arises.

Emergence - 2Emergence - 2

From Holman, 2010

Planned EmergencePlanned Emergence

From Holman, 2013

Planned Emergence- 2Planned Emergence- 2

• Change is part of the continuous process of self-Change is part of the continuous process of self-organizing that occurs in all human collectives. organizing that occurs in all human collectives.

• New organizational behaviours and practices New organizational behaviours and practices result from emergent rather than directed result from emergent rather than directed processes. processes.

• In other words, one does not plan for a specific In other words, one does not plan for a specific change, but instead helps to foster the conditions change, but instead helps to foster the conditions that lead to new ways of thinking and new that lead to new ways of thinking and new possibilities.possibilities.

Narrative and DiscourseNarrative and Discourse• Organizational “reality” is a social construct that emerges that emerges

through dialogic processes. What any particular group believes through dialogic processes. What any particular group believes is “reality,” “truth,” or “the ways things are”, is created, is “reality,” “truth,” or “the ways things are”, is created, conveyed, and changed through mental models, stories, conveyed, and changed through mental models, stories, narratives, and other symbolic interactions. narratives, and other symbolic interactions.

• How things are framed and talked about becomes a significant, How things are framed and talked about becomes a significant, if not the most significant context shaping how people think if not the most significant context shaping how people think about and respond to any situation.about and respond to any situation.

• A central premise is that A central premise is that language does more than simply language does more than simply convey information. convey information. Instead language creates, frames, sustains, and transforms social experience, shapes shapes organizational members’ mindsets, and influences the resulting organizational members’ mindsets, and influences the resulting organizational behavior.organizational behavior.

Narrative and Discourse Narrative and Discourse - 2- 2

• Narratives are coherent stories that are shared by a Narratives are coherent stories that are shared by a group of people and explain how things are, help group of people and explain how things are, help them make sense of their world, and provide a them make sense of their world, and provide a rational for decisions and actions. rational for decisions and actions.

• It’s assumed that in any organization there are a It’s assumed that in any organization there are a variety of different narratives about the same things. variety of different narratives about the same things.

Narrative and Discourse Narrative and Discourse - 3- 3

• Dialogic OD processes do not attempt to decide which Dialogic OD processes do not attempt to decide which narratives are “right”, but they can try to: narratives are “right”, but they can try to:

help people look at the consequences of the narratives they help people look at the consequences of the narratives they hold, hold,

understand the variety of narratives influencing situations, understand the variety of narratives influencing situations,

recognize which narratives are “privileged” or suppressed, recognize which narratives are “privileged” or suppressed,

and/or support the emergence of new narrativesand/or support the emergence of new narratives

Dialogic conditions for Dialogic conditions for Transformational change - Transformational change -

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• Disrupting prevailing social reality by adding Disrupting prevailing social reality by adding diversity of ideas, questions, actors, processesdiversity of ideas, questions, actors, processes, , and so forth to the existing situation. This introduces and so forth to the existing situation. This introduces new narratives, stories, and perspectives from which new narratives, stories, and perspectives from which new social agreements about the state of affairs, new social agreements about the state of affairs, and what to do, can emerge.and what to do, can emerge.


22• Creating a “container” that provides the right Creating a “container” that provides the right

ingredients and space ingredients and space for participants to inquire for participants to inquire together, making room for both individual and together, making room for both individual and collective expression through which old ways of collective expression through which old ways of thinking are contested, and new possibilities thinking are contested, and new possibilities emerge. Providing specific dialogic activities or emerge. Providing specific dialogic activities or processes that engage participants in interactive processes that engage participants in interactive processes, intended to create the conditions processes, intended to create the conditions whereby transformed thinking will emerge. whereby transformed thinking will emerge.


33• Emphasizing generativity rather than solving a Emphasizing generativity rather than solving a

problem or enhancing a current conditionproblem or enhancing a current condition. . Generative processes can be things like: confronting Generative processes can be things like: confronting or re-framing prevailing ways of talking about or or re-framing prevailing ways of talking about or experiencing things; supporting the coming together experiencing things; supporting the coming together of a diversity of participants and their social realities; of a diversity of participants and their social realities; creating new images, language, or stories that open creating new images, language, or stories that open doors to new ways of conceiving of a situation; and doors to new ways of conceiving of a situation; and so forth. so forth.


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• Importantly, in Dialogic OD the focus is on Importantly, in Dialogic OD the focus is on fostering fostering conditions that will lead to new ways of thinking conditions that will lead to new ways of thinking and better outcomes without a commitment to and better outcomes without a commitment to specific changes specific changes as is the case in more directive, as is the case in more directive, planned change approaches. Ideas emerge from the planned change approaches. Ideas emerge from the change targets.change targets.


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• Inviting the “whole person” – not just the mind, Inviting the “whole person” – not just the mind, but the physical, emotional, intellectual, and but the physical, emotional, intellectual, and even spiritual aspects of selfeven spiritual aspects of self. As such, change . As such, change processes often employ more than words and use processes often employ more than words and use other forms of interaction, such as music, art, other forms of interaction, such as music, art, movement, and other analogical forms of interaction.movement, and other analogical forms of interaction.

When is Dialogic OD When is Dialogic OD appropriate?appropriate?

In SummaryIn Summary

• A host of innovations in Organization Development A host of innovations in Organization Development practice that appear to be different actually utilize practice that appear to be different actually utilize the same three underlying change levers.the same three underlying change levers.

• These are: These are: Changes in discourse and narrativesChanges in discourse and narratives Emergent processesEmergent processes Generative ImagesGenerative Images

By labeling these we:By labeling these we:

• Open up vast new areas for research on Open up vast new areas for research on planned transformational changeplanned transformational change

• Create a generative image for the field of Create a generative image for the field of organization developmentorganization development

• Challenge the existing orthodoxy of OD Challenge the existing orthodoxy of OD education based on the action research education based on the action research modelmodel

• For my papers on Dialogic OD and a copy of this For my papers on Dialogic OD and a copy of this presentation go to www.gervasebushe.capresentation go to www.gervasebushe.ca

Documents

Dialogic Organization Development