# Presentation: 435442

## Basic Dialogue Workshop

## Introduction

**Introduction**

- Basic Dialogue Workshop

## Learning Objectives

- To develop the necessary skills for leading or participating in effective Diversity Dialogue Sessions.
- To understand the responsibilities and requirements in creating successful dialogue.

**Learning Objectives**

- Basic Dialogue Workshop

## Why Lead or Participatein Diversity Dialogue?

- To cultivate an organization that fosters cultural diversity, and strategic and tactical planning.
- To engender a climate that encourages all members to grow and cooperatively use their talents and skills.

- Basic Dialogue Workshop

## Through Dialogue expect that

- You will:
- Learn about differences through group process.
- Engage in open and frank dialogue about assumptions, and individual perceptions of differences.
- Promote effective teamwork.
- Improve communications.

- Basic Dialogue Workshop

## Dialogue Objectives

- 1.	To understand and value different perspectives.
- 2.	To correct stereotypes and erroneous assumptions.
- 3.	To develop trust and find value in diversity.
- 4.	To enhance communication skills.
- 5.	To remove artificial barriers.
- 6.	To have a positive impact on the organization.
- 7.	To provide for individual and organizational growth.

- Basic Dialogue Workshop

## Your Commitment

- To be open to learning.
- To be willing to listen and be non-judgmental.
- To focus on team development.
- To search for new and improved ways of working together.

- Basic Dialogue Workshop

## Dialogue - The First Step

**In Problem Solving**

- Basic Dialogue Workshop

## Linguistic Origins

- _Dialogue_
- Greek:
*	**dia*      =   “through”
- 	*logos*  =    “the word or meaning”
- “a free flow of meaning between people”

**Linguistic Origins**

- _Discussion_
- Latin:
*	**discutere*      =    “to smash to pieces”

- Basic Dialogue Workshop

## What is the Difference?

- _Discussion_
- To tell, sell, persuade
- To gain agreement on one meaning
- To evaluate and select the best
- To justify/defend assumptions
- 	“I wonder which of these is the   	right one?”

- _Dialogue_
- To inquire to learn
- To unfold shared meaning
- To integrate multiple perspectives
- To uncover and examine assumptions
- “I wonder how these pieces combine to create a whole?”

**What is the Difference?**

- Basic Dialogue Workshop

## Dialogue - What is it?

- A free-flow of meaning through a group, allowing the group to discover insights not attainable individually.
- An opportunity for a group to access a larger “pool of common meaning”.
- Exploration of complex issues from many points of view.
- An exploration between individuals that brings to the surface the full depth of people’s experience and thought.
- A process in which all individuals believe they have had an opportunity to be heard and that they have had a fair hearing.

- Basic Dialogue Workshop

## Dialogue - Setting the Stage

- A mutual quest for deeper insight and clarity.
- Observe the thoughts that govern how we see the world to enhance our understanding of ourselves.
- Slow down and hear not only the words but also the meanings behind them.
**2.  All participants “suspend” their assumptions**
- Hold assumptions “in front of you” – so that they are accessible to questioning and observation.
- Do not disregard, suppress, or avoid these assumptions.
**3.  A facilitator “holds the context”**
- To assist participants in maintaining ownership of the process and the outcomes and keeping the dialogue moving.

**Dialogue - Setting the Stage**

- Basic Dialogue Workshop

## Dialogue - Key to Building Trust

- Trust

- Dialogue

- Effective leadership
-  and teamwork

- Effective leaders “create a climate for dialogue...Through words and actions the leader conveys the message that it is perfectly acceptable to speak up, to be open, and to express both thoughts and feelings.”

- from:  The Model Leader
- William D. Hitt

- Effective teams are strengthened by dialogue

- Effective leadership is based upon a foundation of trust between leader and team members

- Trust is generated through open and honest communication

- Basic Dialogue Workshop

## Dialogue is Not New...It Draws on the Work of Three Key 20th Century Thinkers

- Martin Buber (Philosopher) used the term “dialogue” in 1914 to describe a mode of exchange among human beings in which there is a true turning to one another, and a full appreciation of another not as an object in a social function, but as a genuine being.
- Patrick De Mare (Psychologist) suggested in the 1980’s that large group “socio-therapy” meetings could enable people to engage in understanding and altering the cultural meanings present within society.
- David Bohm (Physicist) conceived that “dialogue” would kindle a new mode of paying attention, to perceive - as they arose in conversation - the assumptions taken for granted, the polarization of opinions, the rules for acceptable and unacceptable conversation, and the methods for managing differences.

- Basic Dialogue Workshop

## A productive session requires each person’s best.  Use these tips for supporting dialogue in a group:

*Clarifying*: Establish objectives for the session.
*Attending*: Use nonverbal behavior to communicate non-evaluative listening.
*Acknowledging*: Give verbal and nonverbal indications of being involved in the conversation.
*Probing*: Ask questions and directing.
*Reflecting*: State in one's own words what the other person has said or is feeling.
*Indicating respect*:  Use behaviors that do not ridicule, generalize, or judge.

- Basic Dialogue Workshop

## Creating Immediacy: Draw attention to what is happening in the conversation.
Summarizing: Pause in the conversation to summarize key points.
Concreteness: Be specific and objective in communicating information and expectations.
Resourcing: Give information, advice, instruction, and referring.
Confirming: Close the loop - ensure that information has been received and learning has occurred.

*Summarizing*: Pause in the conversation to summarize key points.
*Concreteness*: Be specific and objective in communicating information and expectations.
*Resourcing*: Give information, advice, instruction, and referring.
*Confirming*: Close the loop - ensure that information has been received and learning has occurred.

- Basic Dialogue Workshop

## Reviewing: Go over key points of session to ensure common understanding.
Planning: Build strategies and agree on next steps.
Affirming: Comment on the others strengths and value.

*Planning*: Build strategies and agree on next steps.
*Affirming*: Comment on the others strengths and value.

- Basic Dialogue Workshop

## The Four Layers of Diversity

**Organizational **
**Dimensions**

**External **
**Dimensions**

**Internal **
**Dimensions**

**The Four Layers of Diversity**

**Personality**

**Age**

**Race**

**Ethnicity**

**Gender**

**Sexual**
**Orientation**

**Physical**
**Ability**

**Geographic**
**Location**

**  ****Marital**
**Status**

**Parental**
**     ****Status**

**Income**

**Educational**
**Background**

**Work**
**    ****Experience**

**Rec.**
**Habits**

**Personal**
**    ****Habits**

**      ****Work**
**Location**

**Seniority**

**      ****Union**
**Affiliation**

**    ****Management**
**Status**

**Functional **
**Level/Classification**

**Work**
**  ****Content/**
**        ****Field**

**Division**
**     ****Dept/**
**          ****Unit/Group**

**Appearance**

**Religion**

- Adapted from Marilyn Loden and Judy Rosener, Workforce America! (Business One Irwin, 1991)

- Basic Dialogue Workshop