All of this was designed to open the lines of communication and bring us together as one agency. At the same time we were reaching out to the staff, John also was building his Leadership Team of senior managers. That September we went on a two-day retreat where we were introduced to thinking hats, the principles of dialogue and other tools to help us work better together. Ren Cahoon, who was then an unpaid consultant for us, showed us how these communication techniques could improve our group dynamics, show us all sides of an issue, and lead to more informed decision-making. In a discussion, participants try to win others to a particular point of view.
People often take sides and defend their position rather than try to understand all viewpoints.
In a dialogue, however, participants consider issues from difference perspectives, move away from their own biases, and together come up with the best ideas. Thus, the final product of a successful dialogue is not the acceptance of one person's viewpoint, but the adoption of a shared understanding. Although we sometimes fall back into old habits, this method allowed us to explore several thorny issues during the strategic planning process. As the next step in what we dubbed our Strategic Directions Initiative, John and I began meeting with staff throughout the agency. These informal staff meetings lasted about an hour.