Basic Dialogue Workshop

8/8/2019 Basic Dialogue Workshop

1/18

Basic Dialogue Workshop


2/18


This workshop is designed to strengthen your skills and

understanding relative to conducting dialogue. Since we all

come to this workshop with varying levels of knowledge and

skills, your full participation is necessary for shared learning to

take place. As individuals and as a group, we will benefit

from developing the skills associated with leading dialogue

and, in particular, dialogue about topics associated with our

diversity. Diversity dialogue provides us with an opportunity

to increase our understanding of ourselves and our

community/organization. Furthermore, dialogue in general

enables us to better identify and confront many issues and

concerns before they become problems and makes it easier

for us to solve or fix real problems.

Introduction


3/18


1. To gain a better understanding of diversity

dialogue.

2. To develop the necessary skills for leading or

participating in effective Diversity Dialogue

Sessions.

3. To understand the responsibilities andrequirements in creating successful dialogue.

Learning Objectives


4/18


Why Lead or Participate

in Diversity Dialogue?

To cultivate an organization that fosters

cultural diversity, and strategic and tactical

planning.

To engender a climate that encourages all

members to grow and cooperatively use their

talents and skills.


5/18


Through Dialogue expect that

You will:

Learn about differences through groupprocess.

Engage in open and frank dialogue aboutassumptions, and individual perceptions ofdifferences.

Promote effective teamwork.

Improve communications.


6/18


Dialogue Objectives

1. To understand and value different perspectives.

2. To correct stereotypes and erroneous

assumptions.

3. To develop trust and find value in diversity.

4. To enhance communication skills.

5. To remove artificial barriers.

6. To have a positive impact on the organization.7. To provide for individual and organizational

growth.


7/18


Your Commitment

1. To be open to learning.2. To be willing to listen and be non-judgmental.

3. To focus on team development.

4. To search for new and improved ways of

working together.


8/18


Dialogue - The First Step

In Problem Solving

Feedback

Dialogue

Discussion

Decision

Action


9/18


Dialogue

Greek:

dia = throughlogos = the word or meaning

a free flow of meaning between people

Linguistic Origins

Discussion

Latin:

discutere = to smash to pieces


10/18


11/18


Dialogue - What is it?

A free-flow of meaning through a group, allowing the

group to discover insights not attainable individually.

An opportunity for a group to access a larger pool of

common meaning.

Exploration of complex issues from many points of view.

An exploration between individuals that brings to the

surface the full depth of peoples experience and thought.

A process in which all individuals believe they have had anopportunity to be heard and that they have had a fair

hearing.


12/18


1. All participants regard one another as colleagues A mutual quest for deeper insight and clarity.

Observe the thoughts that govern how we see the world to

enhance our understanding of ourselves.

Slow down and hear not only the words but also the

meanings behind them.

2. All participants suspend their assumptions

Hold assumptions in front of you so that they are

accessible to questioning and observation.

Do not disregard, suppress, or avoid these assumptions.

3. A facilitator holds the context

To assist participants in maintaining ownership of the process

and the outcomes and keeping the dialogue moving.

Dialogue - Setting the Stage


13/18


Dialogue - Key to Building Trust

Trust

Dialogue

Effective leadershipand teamwork

Effective leaders create aclimate for dialogue...Through

words and actions the leaderconveys the message that it is

perfectly acceptable to speakup, to be open, and to express

both thoughts and feelings.

from: The Model Leader

William D. Hitt

Effective teams arestrengthened by

dialogue

Effective leadership is based upon a foundation oftrust between leader and team members

Trust is generated through

open and honest

communication


14/18


Dialogue is Not New...

It Draws on the Work of Three Key 20th Century Thinkers

Martin Buber (Philosopher) used the term dialogue in 1914 to

describe a mode of exchange among human beings in which there is

a true turning to one another, and a full appreciation of another not

as an object in a social function, but as a genuine being. Patrick De Mare (Psychologist) suggested in the 1980s that large

group socio-therapy meetings could enable people to engage in

understanding and altering the cultural meanings present within

society.

David Bohm (Physicist) conceived that dialogue would kindle a

new mode of paying attention, to perceive - as they arose in

conversation - the assumptions taken for granted, the polarization of

opinions, the rules for acceptable and unacceptable conversation,

and the methods for managing differences.


15/18


A productive session requires each persons best. Use

these tips for supporting dialogue in a group:

Clarifying: Establish objectives for the session.

Attending: Use nonverbal behavior to

communicate non-evaluative listening.

Acknowledging: Give verbal and nonverbal

indications of being involved in the conversation.

Probing: Ask questions and directing.

Reflecting: State in one's own words what theother person has said or is feeling.

Indicating respect: Use behaviors that do not

ridicule, generalize, or judge.


16/18


Creating Immediacy: Draw attention to what is

happening in the conversation.

Summarizing: Pause in the conversation to

summarize key points.

Concreteness: Be specific and objective in

communicating information and expectations.

Resourcing: Give information, advice, instruction,

and referring. Confirming: Close the loop - ensure that

information has been received and learning has

occurred.


17/18


Reviewing: Go over key points of session to

ensure common understanding. Planning: Build strategies and agree on next steps.

Affirming: Comment on the others strengths andvalue.


18/18


Organizational

Dimensions

External

Dimensions

Internal

Dimensions

The Four Layers of Diversity

Personality

Age

Race

Ethnicity

Gender

Sexual

Orientation

Physical

Ability

Geographic

LocationMarital

Status

Parental

Status

Income

Educational

Background

Work

Experience

Rec.

Habits

Personal

Habits

Work

Location

Seniority

Union

Affiliation

Management

Status

Functional

Level/Classification

Work

Content/

Field

Division

Dept/

Unit/Group

Appearance

Religion

Adapted from Marilyn Loden and JudyRosener, Workforce America! (Business One

Irwin, 1991)

Basic Dialogue Workshop

Documents

Transcript of Basic Dialogue Workshop