Use Group Dialogue As A Breakthrough Innovation Strategy

Whether you are an executive, project manager, or member of any organizational group trying to arrive at a breakthrough strategy, product innovation, or new process design, dialogue can provide the quality thinking that is pre-requisite for true innovation. Although the word dialogue is widely used, the process is rarely used, or practiced effectively. In this article I will cover what it is, vs. what it is not, and how to use it effectively.

What Is Dialogue?

The derivation of the word dia (between 2 or more) and logue (logus – systems of thought) comes from the Ancient Greeks. Dialogue was recognized as an important communication tool for contemporary organizations by the British physicist David Bohm (quantum mechanics) and more recently by social scientist Daniel Yankelovich (founder of public opinion research). The process was considered a powerful tool for creating mutual understanding, and thus leading to insight. Using dialogue in the organization provides a framework for individuals to freely express their ideas and opinions, free from political implications of organizational rank, ridicule, cut off, criticized, or other forms of interpersonal attack. Having the freedom to explore in a safe structured manner can allow for insight and transformational thinking. The atmosphere allows all in the room to more fully consider the thinking of diverse brains. These are some of the necessary ingredients of creativity and innovation.

It is also helpful to understand what dialogue is not. It is not a conversation. Unlike conversation, dialogue has specific rules. Dialogue is not a debate. The purpose of a debate is to win your argument. Neither is dialogue a negotiation because you are not trying to achieve a decision or agreement. Additionally in debate, discussion, and negotiation the mind is focused on what’s wrong with what someone says, thus automatically eliminating the potentiality of the others’ thoughts. In dialogue there is no winner or loser. The goal is to understand. Because of the diversity of the minds present, no one source has all of the valuable information. Information and ideas come from multiple sources. These multiple sources provide the key for insight and innovation. Often times the innovation will come from taking the valuable pieces of different contributors, or different minds and thus creating an integrative solution.

When freed from the constraints of win/lose, attack/be attacked, the mind can move with more creative freedom. Because participants in dialogue don’t have to worry about defense and attack, all minds can more easily suspend judgment and begin to see things in new ways. This brings the potential magic of dialogue alive. But it is not easy, and needs to be managed in a structured process.

Guidelines and Rules

Dialogue requires time and discipline, and thus is an option of last resort when other methods have not produced adequate results or are not working.
In a diverse workplace, dialogue can be especially effective in building respect between disciplines and groups, especially those groups that may be having challenges working together. Whether you have different organizational ranks, racial, ethnic groups, different genders or generations, the dialogue process is the same.
Because of the discipline required and the strength of the diverse views, a facilitator can be most effective.
Holding a dialogue off-site away from the work environment can free people’s thinking from workplace distractions and can add to the atmosphere of free thinking, suspension of preconceived notions, prejudices, and suspension of status differences.

The following rules can be categorized in 4 groups – suspension, listening, discovery, and process.

Be open and suspend judgment – don’t disparage other points of view.
Keep dialogue and decision making separate. Dialogue precedes decision making, negotiation, and taking action.
Speak for yourself, not as a representative of any particular group. Use “I statements” and treat all participants as equals.
Listen with empathy – acknowledge that you have heard others by paraphrasing and reflecting a respect for their ideas and feelings. It is not only necessary for maintenance of a safe environment, but empathy is also a necessary component for all participants to better understand what is different in each position and perspective.
Look for common ground – identifying areas where you agree.
Search for and disclose hidden assumptions – especially in yourself. A basic rule in dialogue is understanding that all ideas contain assumptions. Assumptions can be blinders. All assumptions are up for examination, if we are to learn.
Use round robins to allow all to have their say. Structure these by using a timekeeper and scribe. A defined structure will prevent grandstanding, digressions, and circular reasoning. Keeping a “reasonable time period” for each will force participants to structure their comments more clearly.
Allow questions to clarify content in order to promote mutual understanding and to make sure each position is fully understood.
Allow round robins to openly verbalize what participants have learned from each others’ contributions.

As assumptions are uncovered and questioned, dialogue becomes very powerful. Assumptions are often at the root of misunderstandings and distrust. Uncovering them can open groups to new levels of understanding and respect, often pointing the way to new possibilities and options. This can facilitate a search for common ground, leading the dialogue from discovery to decision making. Decision making can then be streamlined because the difficulty of buy-in is greatly diminished and people are better informed as a result of the process. Remember, when the dialogue is over and it’s time to make a decision, status needs to be reasserted since those who are ultimately accountable for the decision need to have the authority and responsibility to make it.

Dialogue works. Give a try. It can be applied to many areas of our lives. Boeing used it as a tool in creating the successful design of the 777. What results could it produce for you?

Click to Keep the Dialogue Going

Related ProductivElearn Articles:

Brainstorming Revisited

When In Conflict Try Dialogue

Dare To Be “Unreasonable”

Want to know more about creating dialogue in your organization? Call Donna Taylor: 1-800-852-9703, 404-352-3102

|

| | | | | |
| | | |

(800) 852-9703