Organizational and Managerial Communication Strategic Dialogue and Mutual Learning in Practice Chapters 8 and 9

Peggy Simcic Brønn2 Key assumptions in Frank & Ian’s dialogue z That the ’information’ consists of obvious facts z Both take the role of omniscient observers (they can see everything) z That self-interest is not legitimate or appropriate

Peggy Simcic Brønn3 Mechanisms that steer organizational dialogue z Formal structures yFormal-technical vs. cultural-interpersonal z Cultural structures yElite’s Identity: Power of Design and Caring for People z Interpersonal structures yContexts, models, framing and acting

Peggy Simcic Brønn4 Changing the course of the dialogue z Spotting dialogue patterns that harm the way choices are explored z Understanding why and how these patterns occur z Changing these patterns and underlying mechanisms while moving forward to resolution

Peggy Simcic Brønn5 Intervention options z Bypassing z Naming z Engaging

Peggy Simcic Brønn6 Ladder of Inference

Peggy Simcic Brønn7 Cathy’s Ladder of Inference

Frank’s Defensive Ladder of Inference

Ian’s Defensive Ladder of Inference

Frank’s productive ladder of inference

Ian’s productive ladder of inference

Peggy Simcic Brønn12 Single- and Double-loop Learning

Peggy Simcic Brønn13 Balancing Advocacy and Inquiry

Peggy Simcic Brønn14 Quality Curves

Quality Curves with Listening

Peggy Simcic Brønn17 Ian’s Flow Chart -- Frame

Peggy Simcic Brønn18 Ian’s Flow Chart -- Action

Peggy Simcic Brønn19 Ian’s Flow Chart – Context & Model

Peggy Simcic Brønn20 Ian’s Flow Chart -- Result

Ian’s Flow Chart – Double-loop Learning

Peggy Simcic Brønn22 Ian’s Flow Chart – Re-frame

Peggy Simcic Brønn23 Ian’s Flow Chart – Alternative Action

Peggy Simcic Brønn24 Ian’s Flow Chart – Result for Organizational Learning Mutual understanding, learning. Not necessarily agreement.