dialogue in organizations

In Chapter 2, the authors discuss the notion of dialogue in organizations. I'm particularly interested in this concept as it provides a foundational basis for a small group text I'm writing. In this entry, I provide a brief summary of the main points associated with dialogue outlined in the chapter.

In the model of communication as a balance of creativity and constraint (depicted on p. 42), communication suggests the possibility of dialogue. The model also suggests that creativity informs new ways of organizing tasks and understanding relationships. The foundations of dialogue frame a large part of working as the interpretation of contexts. Eisenberg et al. identify several approaches to dialogue. In dialogue as equitable transaction all participants are able to voice their opinions and perspectives. Voice is the ability of an individual or group to participate in organizational dialogue. The suppression of employee voice in organizations can result in sabotage and violence.

Dialogue as empathic conversation involves collective mindfulness. Dialogue as real meeting is also called authentic dialogue. One advantage of promoting dialogue in organizations is greater innovation. One disadvantage is that organization members may feel that no right answer can be identified for a problem. The authors of your text observe that dialogue in organizations is rare.

Creating spaces for dialogue can prove challenging, particularly in times of scarce resources. However, organizations ignore dialogue to their detriment. Dialogue is essential for innovation and for encouraging collaboration. If organization members feel they don't have a voice, they will find alternative ways to express themselves, as Eisenberg et al. note.

~ Professor Cyborg