dialogue, conversation and generative questions

A little more conversation a little

less action please!

Designing organisations for the future - how to get from here to there …

Reality and relationships are socially constructed

Organisations are meaning making systems

Language, broadly defined, matters

Creating change requires changing conversations


Knowledge emerges in response to compelling questions

Powerful questions help attract collective energy, insight and action as they move throughout a

system World Cafe


“What is the point of having experience, knowledge or talent if I don't give it away?

Of having stories if I don't tell them?”

Adam Grant, author


Dialogue


Dialogue come from the Greek words dia and logos. Dia means 'through'; logos translates

to 'word' or 'meaning'. In essence,

a dialogue is a flow of Meaning…


Enquiry: - questioning, a seeking or request for truth, information, or

knowledge


Seeks to uncover information about why a particular view is held asks questions about underlying assumptions, beliefs, reasoning and explores why do you/we believe this


What is the focus of enquiry?

What do we know we don’t know?



Why

What If Ho

wSOLUTION

Questioning + Action = InnovationQuestioning – Action = Philosophy

Warren Berger

Generative Questions



Generative questions are gateways to POSITIVE enquiry, Focus questions shape

learning and Explorative questions direct learning.

Each type of question has a particular value, role and function in learning. When they are used in

combination, they become powerful and empowering


Positive emotion on its own, is not sufficient for transformational change

Generativity is a key change lever in cases of

transformational change


GenerativityIs defined as the creation of new images,

metaphors, physical representations, that have two qualities: they change how people think so

that new options for decisions and/or actions become available; they are compelling images

that people want to act on.


Generative Capacity…capacity to challenge

guiding assumptions …, to raisefundamental questions regarding that which is

'taken for granted' and thereby furnish newalternatives for action

Sensemaking


The process through which individuals establish a situational awareness &

understanding in uncertain situations to make decisions

Cultural, Societal, Organisational norms;

but personal filters apply, so interpretation unique to each

person


How can I know what I think until I see what I say?

Jessica Ferguson


Why don’t organisations train people to question and create systems and environments that would

encourage them to keep doing so?

And if companies were to do this, how might they go about it?

Warren Berger


Answers, “You can’t handle the truth!”what if it’s not what we want to hear!

What if you are the bearer of bad news!

Shooting the messenger is, if not the best, always an option!!


Listen to Understand not to just to respond and you will

learn a lot more…


It doesn’t end here!More slides to follow


DESIGNING ORGANISATIONS FOR THE FUTURE HOW TO GET FROM HERE TO THERE

½ Day Workshop, free to attend

Date: Friday March 10th 2017

Time: 9.30am – 12.30pm

Venue: The Foundry, East Belfast Enterprise Business Centre,

68-72 Newtownards Road Belfast, BT4 1GW

To reserve places or for more information contact Ed Curley (facilitator)

Tel: 07949962027

email: [email protected] forward the ability to learn and adapt to new ideas will be fundamental to both organisational and individual success. The only workshop prerequisite is that you come prepared to listen to others and to

share your thoughts, ideas and knowledge.

The workshop is for leaders, change managers, L&D professionals or anyone interested in developing

organisations for the future