dialogue for organizational performance

Dialogue for Performance

Conroy Fourie

March 2012

Draft Presentation

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The Importance of Robust Dialogue

The next 4 slides break the rules of presentations as they are very wordy however the comments by Bossidy and Charan are best

shared as is – please read the notes as they outline excellently aspects of dialogue in its

business context.

Get the book, it is a great read.

Book reference: The Discipline of Getting Things Done. Larry Bossidy and Ram Charan (with

Charles Burck).

The Importance of Robust Dialogue – Reading Slide 1 of 4

“You cannot have an execution culture without robust dialogue – one that brings reality to the surface through openness, candor, and informality. Robust dialogue makes an organization effective in gathering information, understanding the information, and reshaping it to produce decisions. It fosters creativity - most innovations and inventions are incubated through robust dialogue. Ultimately, it creates more competitive advantage and shareholder value.

Robust dialogue starts when people go in with open minds. They're not trapped by preconceptions or armed with a private agenda. They want to hear new information and choose the best alternatives, so they listen to all sides of the debate and make their own contributions.

When people speak candidly, they express their real opinions, not those that will please the power players or maintain harmony. Indeed, harmony - sought by many leaders who wish to offend no one - can be the enemy of truth. It can squelch critical thinking and drive decision making underground. When harmony prevails, here's how things often get settled: after the key players leave the session, they quietly veto decisions they didn't like but didn't debate on the spot. A good motto to observe is "Truth over harmony." Candor helps wipe out the silent lies and pocket vetoes, and it prevents the stalled initiatives and rework that drain energy.”

Source:

Execution - The Discipline of Getting Things Done. Larry Bossidy and Ram Charan (with Charles Burck). Page 102 – 105.


“Informality is critical to candor. It was one of Jack Welch's bywords. Formality suppresses dialogue; informality encourages it. Formal conversations and presentations leave little room for debate. They suggest that everything is scripted and predetermined. Informal dialogue is open. It invites questions, encouraging spontaneity and critical thinking. At a meeting in a formal, hierarchical setting, a powerful player can get away with killing a good idea. But informality encourages people to test their thinking, to experiment, and to cross-check. It enables them to take risks among colleagues, bosses, and subordinates. Informality gets the truth out. It surfaces out-of-the-box ideas - the ideas that may seem absurd at first hearing but that create breakthroughs.

Finally, robust dialogue ends with closure. At the end of the meeting, people agree about what each person has to do and when. They've committed to it in an open forum; they are accountable for the outcomes.

The reason most companies don't face reality very well is that their dialogues are ineffective. And it shows in their results. Think about the meetings you've attended - those that were a hopeless waste of time and those that produced energy and great results. What was the difference? It was not the agenda, not whether the meeting started on time or how disciplined it was, and certainly not the formal presentations. No, the difference was in the quality of the dialogue.”

Source:



“In the typical corporate meeting - a business review, for example - the dialogue is constrained and politicized. Some people want to shade and soften what they say to avoid a confrontation. Others need to beat those they're talking to into submission. In groups that contain both types of people (which is the case in many meetings), dialogue becomes a combat sport for the killers and a humiliation or bore for the passives. Little reality gets on the table, and the meeting doesn't move the issues forward much.

Now think of a meeting that produced great results that got to the realities and ended with a plan for results. How did it happen?

Dialogue alters the psychology of a group. It can either expand a group's capacity or shrink it. It can be energizing or energy-draining. It can create self-confidence and optimism, or it can produce pessimism. It can create unity, or it can create bitter factions.

Robust dialogue brings out reality, even when that reality makes people uncomfortable, because it has purpose and meaning. It is open, tough, focused, and informal. The aim is to invite multiple viewpoints, see the pros and cons of each one, and try honestly and candidly to construct new viewpoints. This is the dynamic that stimulates new questions, new ideas, and new insights rather than wasting energy on defending the old order.”

Source:



“How do you get people to practice robust dialogue when they're used to the games and evasions of classical corporate dialogue? It starts at the top, with the dialogues of the organization's leader. If he or she is practicing robust dialogue, others will take the cue. Some leaders may be short on the emotional fortitude required to invite disagreement without getting defensive. Others may need to learn some specific skills to help people challenge and debate constructively. These people should be able to get help.

But the key is that people act their way to thinking because they're driven for results. If you reward for performance, the interest in performance will be sufficiently deep to sponsor a dialogue. Everybody needs to get the best answer, and that means everybody must be candid in their exchanges - no one person has all the ideas. If someone says something you disagree with and you rudely tell him he's full of hot air, a lot of other people aren't going to speak out next time. If instead you say, "Okay, let's talk about that, let's listen to everybody and then make our choice," you'll get much better responses.”

Source:


Catching a New Wave of Growth

What do you see?

Old woman or young?

Blacks are…Whites are…

Japanese are…Americans are….The English are…

Parts people are….Sales people are….

Service people are…Accountants always…

Name of someone you know e.g. Susan always…

Complete The Following Sentences...

Regarding what you completed those sentences with…

What are facts? Assumptions?

Jumping to Conclusions: The Ladder of Inference


Like a pane of glass framing and subtly distorting our vision, mental models determine what we see.

We all use our unique mental maps to navigate through the complex environments of our world.


Research in brain science shows that mental maps play a large role in perception and behaviour. More than 50% what we see is reprocessing of the information already in our brains. We live in a world of self-generating beliefs.

These usually remain largely untested. We adopt those beliefs because they are based on conclusions, which are inferred from what we observe, plus our past experience.


Our ability to achieve the results we truly desire is eroded by our feelings that:

•Our beliefs are the truth•The truth is obvious•Our beliefs are based on real data•The data we select are the real data


The ladder of inference can help us in three ways:•Becoming aware of our own thinking through reflection

•Making our thinking and reasoning more visible to others through advocacy

•Learning more about others’ thinking, through reasoning.

What Can We Do To Avoid Jumping to Conclusions?

We can clarify a situation by asking questions such as:• What is the observable data behind that statement?• Can you run me through that reasoning?• How did you get from the (observable data) to those

conclusions?• What assumptions did you make to get there?• When you said “[your inference]” did you mean “[my

interpretation of it]“?• You can ask for data through open questions, e.g.; “what

was your reaction to my presentation?”• You can test assumptions “Is this not what you expected?”:• Or you can test observable data “I notice you are frowning?”• Or you can present your move up the ladder “I am moving

up the ladder to these conclusions, maybe we all are. Let’s share our views. What is the observable data?

What Can We Do To Avoid Jumping to Conclusions?

When we all use the ladder it becomes a powerful tool for healthy communication. It is energising to show others the links in your reasoning. And even if they do not agree with you they can see how you got to your thinking and they can show where they are going. You may also surprise yourself when you understand how you got to where you are.

The Ladder of Inference is a useful model to help us understand how we think.

“We see the World not as it is, but as we see it.”

Stephen Covey

What is Dialogue?

“…dialogue can be considered as a free flow of meaning between people in

communication…"

What is Dialogue?

“Dialogue is altogether a very different way of talking.

Generally, we think of dialogue as ‘better conversation,’ but there is much more to it.

Dialogue, as defined, is a conversation with a centre, not sides.

It is a way of taking the energy of our differences and channelling that energy toward something that has never been created before.

It lifts us out of polarization and into a greater sense of the commonalty, and is thereby a means for accessing the intelligence and coordinated power of groups of people.“

William Isaacs

What is Dialogue

In order for any dialogue to be effective, certain qualities are needed: Sincerity, humility and interest. •Sincerity is needed because this is what moves the heart.•Humility is needed because this is what makes one person value another. •Interest is needed because it is the source of all questions.

With What Frame of Reference Do We Enter a Conversation?

Dialogue Model

Objectives for Dialogue

The objective of adding more dialogue in how we go about running our business is to improve the freeing up of creativity from more of our people more often so that we can improve the performance of our business even further.

Specifically, we want to make available dialogue as a tool to: •Discover how to communicate best when it matters the most.•Manage our communication “styles” under stress.•Make it safe for team members to talk about anything.•Turn conversations into actions and results that will support the business in its quest to improve performance.

•Develop our people.

Benefits of Dialogue

•Dialogue is one of the most effective means in the struggle against negative conditioning and prejudice.

•Strategic planning and visioning sessions will benefit if diversity of opinion could be opened by means of effective dialogue.

•Improved teamwork leading to better performance

Benefits of Dialogue

•Dialogue has the ability to convert detractors into supporters, conflict into consensus, and add depth to business relationships.•A dialogue influences another's perspective by you first demonstrating a deep understanding of the position (the other is in) you want to influence.•In a dialogue, your skills of collaborative inquiry and listening provide others with a profound sense of being heard. •When we feel that we are heard, we become more willing to be open to another point of view.

Healthy dialogue increases the level of innovative thinking and performance in comparison to a “dialogue impoverished” environment

Dialogue Contrasted With Discussion

•Discussion has the same roots as "concussion" and "percussion.”

•The Latin origin of discuss is “discutere” - to dash or shake apart. Hence, to discuss is to shake apart what others say.

•In a discussion we break things down, fragment the whole, analyse the pieces, and seek to convince others of our insights.

•You recognise discussion by its competitive nature. If you are only listening in order to prepare your own counter-arguments, you are involved in a discussion.

Dialogue vs. Discussion/Debate

Dialogue

• Seeing the whole among parts

• Seeing the connections between parts

• Inquiring into assumptions

• Learning through inquiry and disclosure

• Creating shared meaning

Discussion/Debate

• Breaking issues/problems into parts

• Seeing distinctions between parts

• Justifying/defending assumptions

• Persuading, selling, and telling

• Gaining agreement on one meaning

Dialogue vs. Discussion

•Interactive communication or dialogue refers to interacting in ways that build shared meaning (“dialogue”), rather than colliding in ways that foster disagreement, frustration and confusion(“discussion”).

•Dialogue is a subtle process that may be difficult to understand, and even more difficult to actually create.

Route of Least Resistance: Default to Discussion

•Often the default in business conversations is discussion.

•Each side will lob its viewpoint across the table. The other will then repeat its counter-position.

•You have a sense of positions being smacked back and forth like a puck in a hockey game.

•If your trust of the others involved diminishes along with your patience and goodwill, you are likely in discussion.

•Frequently power and rank "wins“.

If Dialogue Is So Effective, Why Aren’t More People Using It?

Dialogue requires much of us:

•Listening more deeply and for longer periods of time.•Inquiring of others and paraphrasing their ideas when every cell in your body wants to attack, defend or explain.•Becoming aware of your mind drifting and repeatedly returning it to the topic at hand.•Examining our thoughts and separating assumptions from facts.

Dialogue Requires

• A complete shift in mind-set from telling others what you think, to inquiring of them what they think.

• A deeper level of listening and a more active approach to demonstrating that you are listening to others.

• An ability to penetrate into another's assumptions and mental maps to uncover the framework that governs their behaviour.

What Does Dialogue Look Like?

Recognize it when:•The business issue develops keen intellectual interest.•Everyone is involved, and people are listening deeply.•The conversation becomes animated.•You become eager to add to what someone else has said; but you are listening more than talking.

•The multiple perspectives create a sense of aliveness and possibility.

•Different viewpoints interest you instead of annoy you.

Dialogue:A Jazz Improvisation Metaphor

A jazz improvisation is a good metaphor for dialogue. Each musician must build on what the others are already doing. The jazz musician can’t just

begin playing his favourite tune. He must listen to what others are playing, and then build on it.

The result is something unique — no one person controls the musical direction. They improvise and initiate, but always in relationship to what

others are doing.

Dialogue Blockers

•Prejudices•Unchallenged assumptions (jumping to conclusions)

•Inability to listen•Perceived time and performance pressures

•Impatience•Inability to see or acknowledge blind spots

•Fear – the business culture inhibits the free flow of meaning

•Dysfunctional power and rank dynamics•Lack of Trust•External influences•Distractions

“Nothing kills the flow of meaning like fear”

Power and Rank

•People who have rank in a relationship are seldom aware of it.

•Rank is (like) a drug. The more you have the less aware you are of how it affects others negatively.

•If we are conscious of our rank we can use it well. If we are not aware of it can become very irritating to other.

•Some people are aware of their rank and use their power well. Others are oblivious. When we are unaware of rank, communication can become confused and chronic relationship problems develop.

•Rank is a descriptor not a judgement. So when we use the word rank it is in a neutral way and we can explore how rank is used to empower or disempower.

•As with rank, power is also a neutral descriptor and its effect depends on how it is used.

High rank behaviour and communication styles

• Tends to feel comfortable in the given situation, “at home”

• Assumes that his/her way of speaking or acting is normative, correct

• Tends to set the agenda without consulting others

• Tends to set the time and place of the meeting for their own convenience

• Takes charge of and/or dominates the conversation

• Acts in a patronizing, condescending matter manner toward those of lower rank (“I know best.”)

• Views emotional outbursts as unacceptable

Low rank behaviour and communication styles

• Feels uncomfortable, as if they do not belong

• Tend to agree without thinking (it’s safer)

• Send double signals (e.g., say yes, but with a body language that indicates the opposite)

• Swallow their feelings — until “one day” that they explode

• Eventually resort to vengeance as their only tool for retaliation

• Passive aggressiveness

Rank and How It Impacts Behaviour and Communication

Speaking Your Voice

“To speak to your voice is perhaps one of the most challenging aspects of genuine dialogue. Speaking your voice has to do with revealing what is true for you regardless of other influences that might be brought to bear.To say it’s challenging strikes us as a massive understatement! Most organisational cultures seem to conspire to ensure that the really difficult issues remain unspoken. This helps preserve the safety of the status quo, but creates an enormous barrier to change.”Steve Whitla, Delta7

Dialogue for Performance

Notes:

•Start at the bottom of the pyramid and work your way up.

•The process is dynamic and you will cycle back and forth.

•% refers to time and effort engaged in that mode.

1. Dialogue for Relationship•Building mutual trust and respect•Understanding the person/team in their context•Clarifying what we want to do•Understanding what have been tried already•Re-aligning expectations•Exploring barriers and obstacles

2. Dialogue for Possibility•Working to generate new perspectives or ways of seeing the situation•Thinking outside of the box•Generating multiple possibilities

3. Dialogue for Action•Turning possibilities into action•Securing commitment to next steps•Clarifying what could go wrong

“Conversation Killers” Behaviour Choices

We Can Fight“Violence”•Attack•Label•Control

We Can Flee“Silence”•Withdrawn•Avoid •Mask

Fight Camp Flight Camp

Safe Container: Absence vs. Presence

What is happening to people…– Feel fear– Question the motives of the

other person or persons– Feel you aren’t respected– Feel threatened

What is happening to you…– Feel safe– Trust the motives of

the other person or persons

– Feel respected and respect the other person

– Understand their meaning

Safe container absent Safe container created

Some Dialogue Skills: Learn to Look

•At content and conditions.

•For safety problems.

•To see if others are moving toward silence or violence.

•For outbreaks of your Style Under Stress.

Some Dialogue Skills: Make it Safe

“…Step out of the conversation, build safety, and then find a way to dialogue…”

Decide which condition of Safety is at risk:– Mutual Purpose •Do others believe you care about their goals in this conversation? Do they trust your motives?

– Mutual Respect•Do others believe you respect them?

Some Dialogue Skills: Make It Safe

•Apologize when appropriate.

•Contrast to fix misunderstandings–When others misunderstand either your purpose or intent, use Contrasting.

•Start with what you don’t intend or mean. Then explain what you do intend or mean.

Some Dialogue Skills: Make It Safe

When you are at cross-purposes, use four skills to get back to Mutual Purpose:

–Commit to seek Mutual Purpose.–Recognize the purpose behind the strategy.–Invent a Mutual Purpose.–Brainstorm new strategies.

There are a few things we could do to build dialogue skills…•Honestly assess our skill at dialogue including asking feedback from our people about the quality of our dialogue in the business (e.g. through survey/s)•Identify individual style as leader – do a profiling technique such as the Enneagram, MBTI, or similar – and get some facilitation around this for the leadership team.•Dialogue skills training•Create new forums for dialogue in the business and/or use existing forums but relook at how we use them•Leadership to set the example•Coach, train, mentor our first line leaders•Include dialogue as a competency in our competency profiles and develop, measure, and reward accordingly

Straw Man Action Plan to Build the Dialogue Competency

Information Sources and References

•www.hendersongroup.com: the Henderson Group helps high-visibility teams and individuals succeed by communicating with power, authenticity and presence

•www.delta7.com (Steve Whitla Blog): Delta7 specialises in engaging employees with strategy and change

•www.centreforcoaching.co.za: Provides Integral Coaching training and consulting solutions

•www.strategyworks.co.za: The vision of StrategyWorks is to be the source of structured strategy definition, planning and execution, for a group of extraordinary clients in interesting industries.

•Book: Crucial Conversations, Patterson, Grenny, McMillan, Switzler

•Book: The Essential David Bohm, Lee Nichol (Editor)

•Book: Dialogue, the Art of Thinking, William Isaacs

•Book: Execution - The Discipline of Getting Things Done, Larry Bossidy and Ram Charan (with Charles Burck).

http://www.hendersongroup.com/

http://www.delta7.com/

http://www.centreforcoaching.co.za/

http://www.strategyworks.co.za/

dialogue for organizational performance

Business

robust dialogue ends

aspects of dialogue

informal dialogue

new ideas

larry bossidy

ram charan

new viewpoints

new insights