In search of dialogue, instead of debate COMM ISSUES FOR
LEADERS Greg Forester
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From politics to entertainment, the goal is often to win over
the other. This makes for good theater but fails to solve problems
A better strategy is Dialogue Word comes from the Greek dia and
logosor through meaning Therefore, Dialogue is the act of (two or
more people) creating meaning together
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Dialogue, or creating meaning empowers us to overcome obstacles
of understanding and collaboration. In effect, dialogue means
rising above our preexisting notions and beliefs to create new
notions or beliefs with others. Empowered, we can work with others
more effectively and be better leaders.
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Debate is taking a position and defending it to the last.
Little room to create new meaning or consensus. Little room for
compromise. Winner and loser.
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In debate, there is little true listening (beyond the presence
of audience). Parties are defensive of viewpoints. Defense means
shielding mind from comprehending the other sides position.
Consensus & agreement become impossible, as debate continues.
Problems go unsolved
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Summer of 2011 House GOP will not approve debt ceiling increase
(federal government credit limit). GOP demands spending cuts equal
to requested increase in debt issuance. First time in American
history that debt ceiling is held up for a strings attached deal
between Congress & President.
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Abandons original stance refusing to negotiate on debt-ceiling.
Proposes Grand Compromise ($4 trillion in spending cuts and tax
increases). Stalemate leads to $1 trillion cut and Super Committee.
Super Committee has until Nov. 23 rd to produce $1.2 trillion (or
more) in deficit reduction via spending cuts, revenue (tax)
increases or combo. Clock is ticking
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Public Opinion polling: more than 55% of Americans favor Grand
Compromise. 60-70% of Americans support tax increases on the
wealthy. Leaders fought, called each other names, lied about the
other sides intentions, and could not come together for a
compromise. No listening, no respect, no compromise.
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Soon after debate concludes, Moodys ratings agency downgrades
US. Dropped to AA+. Down from sterling AAA debt rating.
Implications: higher interest rates for U.S. government, consumers,
and less funding for programs & services. Cited inability of
politicians to work together and come up with good solutions. More
downgrades on the horizon if no compromises are reached
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Moodys primary citation in downgrade was NOT the U.S. $15
trillion deficit (equal to all money made in this economy in one
year). Cited toxic Washington D.C. governing environment and pols
inability to have dialogue and reach compromise. More info in
following video.
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With differing views, debate is one option. Dialogue is
another. Debate is more entrenched in society. Especially in:
Politics (debt ceiling debate) Entertainment (Reality TV, Jerry
Springer, sports, etc.) Education (in the classroom)
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Many teachers pursue debate. Appears productive/educational. In
reality, students are often simply bludgeoning one another with
their positions, while most are uninvolved. Subtleties, nuances,
complexities ignored Gross/dramatic statements. IMPORTANT: Points
never conceded.
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Debate is the easy way out in the classroom for many
teachers/leaders in other arenas. Easy to set up, and results are
flashy: Loud, argumentative banter Appearance of excitement (in
participants) As opposed to dialogue, where learning how to
integrate ideas and explore subtleties and complexities is much
harder but with quieter, more long-term rewards
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Deeply rooted in Western tradition. Greeks fascinated with
adversativeness in language and thought. All-male character of
universities a contributing factor. Teaching was war with students.
Learning accomplished by aggressively debating teachers on the
points. Not so in the East
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Chinese reject debate as incompatible withharmony cultivated by
scholars. Enlighten rather than overwhelm. Overwhelm in education?
A contradiction in terms, since the defeated are defeated, not
learn-ed. Greece truth gained from opposition. China emphasis on
harmony and balance via talk (dialogue).
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Greek Tradition & Socratic Method do not allow debaters to
step back from individual points. Can only see the tactical debate,
rather than collaborating to create a new solution. In other words,
focusing on the points already created meaning does not allow for
creating new meaning. Example: political parties.
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We see issues as absolute and irreconcilable principlesat war.
As opposed to Yin and Yang. Opposite elements that coexist and
create balance when together. Leadership practice: have
subordinates compare three ideas instead of two. Eliminates dualism
pitfalls (liberal vs. conservative, left vs. right, etc.).
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Dont demonize those with whom you disagree. Dont affront deep
moral commitments Dont talk about rights. Instead, talk about
needs, wants, and interests. Leave really touchy issues out of it.
BUT do not be so conciliatory or collaborative that you concede
core beliefs or values.
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Or.learning how to develop capacity for advancing good
dialogue
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Isaacs introduces this point (confusingly) with the title
Producing Coherent Actions. By producing coherent actions, Isaacs
means ensuring our words and actions are consistent...or
"coherent.
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Often individuals say one thing, do another. This is often due
to defensive emotions, among other reasons. "Of course, I can
complete the project on time," we say, thinking "I can't believe
she assigned this project this late in the semester, since I will
probably fail."
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Constructs (co-workers, management, organizational structure,
and external stakeholders) can nullify our best intentions and
prevent success. Leaders must identify those forces, anticipate
them, and neutralize them. Isaacs calls this Creating Fluid
Structures of Interaction.
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Leadership practice: Predictive Intuition comes into play with
employees who tend to interfere with collaboration on a certain
project or when another team member is opposed to completing a
project a certain way. Suggestion: Communicate with the manager
about the project or pursue the project with a team member in a way
that both of you will find acceptable.
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Many forces at work when people interact. Many are directly
involved in preventing common ground and the creation of shared
meaning. People go into predictably difficult conversations in a
defensive, anxious emotional state. In such a state, listening
becomes difficult.
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Defensiveness = Objective becomes defending one's position at
all costs, even not listening to the other side. Also at play:
Judgments and stereotyping based on past interaction with
counterparty or persons similar to the counterparty. End result:
complete and total failure in collaboration and compromise. No
solution to the problem (debt ceiling.)
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Good leaders identify these emotions and work to neutralize
them during key conversations (significant other, supervisor, or
professor). Learn to go into the dialogue in a better emotional
state Eliminate the effects of the "invisible architecture Truly
listen to the counterparty's position. This is one of the only
possible ways to ID room for a potential compromise and acceptable
solution.
