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

2. 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

3. 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

4. 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

5. Peggy Simcic Brønn5 Intervention options z Bypassing z Naming z Engaging

6. Peggy Simcic Brønn6 Ladder of Inference

7. Peggy Simcic Brønn7 Cathy’s Ladder of Inference

8. Frank’s Defensive Ladder of Inference

9. Ian’s Defensive Ladder of Inference

10. Frank’s productive ladder of inference

11. Ian’s productive ladder of inference

12. Peggy Simcic Brønn12 Single- and Double-loop Learning

13. Peggy Simcic Brønn13 Balancing Advocacy and Inquiry

14. Peggy Simcic Brønn14 Quality Curves

15. Quality Curves with Listening

17. Peggy Simcic Brønn17 Ian’s Flow Chart -- Frame

18. Peggy Simcic Brønn18 Ian’s Flow Chart -- Action

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

20. Peggy Simcic Brønn20 Ian’s Flow Chart -- Result

21. Ian’s Flow Chart – Double-loop Learning

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

23. Peggy Simcic Brønn23 Ian’s Flow Chart – Alternative Action

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