1. Free and Open Communication Chapter 6

2. Free and Open Genuine Communication Contestation Dialogue Collaboration Strategic Openly Strategic Latently Strategic Cultural Management Systematic Distortion

3. Moral foundation of Free and Open Communication

4. Reciprocity:

5. Moral foundation of Free and Open Communication Reciprocity: Do we have equal opportunity to speak and be heard?

6. Moral foundation of Free and Open Communication Reciprocity: Do we have equal opportunity to speak and be heard? – Does one or more parties in the discussion have “tape over their mouths” ?

7. Moral foundation of Free and Open Communication Reciprocity: Do we have equal opportunity to speak and be heard? – Does one or more parties in the discussion have “tape over their mouths” ? – What, in a given interaction, limits reciprocity

8. Moral foundation of Free and Open Communication Reciprocity: Do we have equal opportunity to speak and be heard? – Does one or more parties in the discussion have “tape over their mouths” ? – What, in a given interaction, limits reciprocity: power dynamics, authority, access, etc.

9. Moral foundation of Free and Open Communication Working toward “Free and Open” communication means holding the moral value of reciprocity as an ideal and checking actual interactions against that ideal/norm

10. Types of Free and Open

11. Genuine Conversation Contestation – Dialogue – Collaboration

12. Genuine Conversation

13. Interaction that unfolds freely in creative response to the situation and inspires participants to transform or expand theories and assumptions.

14. Genuine Conversation Interaction that unfolds freely in creative response to the situation and inspires participants to transform or expand theories and assumptions. Openness to growth and the presence of difference are necessary

15. Genuine Conversation Interaction that unfolds freely in creative response to the situation and inspires participants to transform or expand theories and assumptions. Openness to growth and the presence of difference are necessary Conversation about a work of art as the model

16. Genuine Conversation Questions: Why is “difference” essential to G.C. ?

17. Genuine Conversation Questions: Why is “difference” essential to G.C. ? And why might “self expression” be an obstacle rather than a goal?

18. Contestation Unlike “genuine conversation,” growth and development of perspective is not spontaneous

19. Contestation Unlike “genuine conversation,” growth and development of perspective is not spontaneous, but the participants are still committed to finding interdependent and mutually beneficial solutions

20. Contestation Dialogue vs. Collaboration

21. Contestation Dialogue vs. Collaboration Dialogue seeks understanding

22. Contestation Dialogue vs. Collaboration Dialogue seeks understanding Collaboration seeks action

23. Dialogue Dialogue, as Deetz uses the term, means a form of interaction in which very different kinds of people (with different theories) seek to share perspectives and better understand each other.

24. Dialogue Dialogue, as Deetz uses the term, means a form of interaction in which very different kinds of people (with different theories) seek to share perspectives and better understand each other. This is essentially an attempt to engage in the politics of recognition

25. Dialogue Question: Can you think of examples of conflicts where “understanding the others world” is a prerequisite for change?

26. Dialogue Question: Can you think of examples of conflicts where “understanding the others world” is a prerequisite for change? Cases where the other has previously been seen as unintelligent, irrational, unreasonable, or even inhuman (less or more than human)

27. Dialogue IN such cases, talking about our theories (making it explicit) can open up new forms of understanding/recognition

28. Collaboration

29. Collaboration aims at making mutually beneficial decisions together

30. Collaboration Collaboration aims at making mutually beneficial decisions together (this makes it somewhat different from “dialogue” which aims at “understanding.”

31. Collaboration Who is at the table?

32. Collaboration Who is at the table? Who are the important stakeholders; what differences make a difference?

33. Collaboration Who is at the table? Who are the important stakeholders; what differences make a difference? Problem vs. Outcome talk:

34. Collaboration Who is at the table? Who are the important stakeholders; what differences make a difference? Problem vs. Outcome talk: We often agree on desired outcomes even when we disagree about diagnoses of the problem

35. Collaboration Who is at the table? Who are the important stakeholders; what differences make a difference? Problem vs. Outcome talk: We often agree on desired outcomes even when we disagree about diagnoses of the problem Are you fighting to get the best outcome or for your preferred solution?

36. Collaboration Who is at the table? Who are the important stakeholders; what differences make a difference? Problem vs. Outcome talk: We often agree on desired outcomes even when we disagree about diagnoses of the problem Are you fighting to get the best outcome or for your preferred solution? Moving beyond Zero-sum games

37. Collaboration Some examples – Adaptive leadership: http://www.npr.org/2013/11/11/230841224/less ons-in-leadership-its-not-about-you-its-about- them http://www.npr.org/2013/11/11/230841224/less ons-in-leadership-its-not-about-you-its-about- them – California prison strike: http://prisonerhungerstrikesolidarity.wordpress.c om/agreement-to-end-hostilities/ http://prisonerhungerstrikesolidarity.wordpress.c om/agreement-to-end-hostilities/