Organizational and Managerial Communication

1
Organizational and Managerial Communication

• Strategic Dialogue and
• Mutual Learning in Practice
• Chapters 8 and 9

2
Key assumptions in Frank Ians dialogue

• That the information consists of obvious facts
• Both take the role of omniscient observers (they
  can see everything)
• That self-interest is not legitimate or
  appropriate

3
Mechanisms that steer organizational dialogue

• Formal structures
• Formal-technical vs. cultural-interpersonal
• Cultural structures
• Elites Identity Power of Design and Caring for
  People
• Interpersonal structures
• Contexts, models, framing and acting

4
Changing the course of the dialogue

• Spotting dialogue patterns that harm the way
  choices are explored
• Understanding why and how these patterns occur
• Changing these patterns and underlying
  mechanisms while moving forward to resolution

5
Intervention options

• Bypassing
• Naming
• Engaging

6
Ladder of Inference
7
Cathys Ladder of Inference
8
Franks Defensive Ladder of Inference
9
Ians Defensive Ladder of Inference
10
Franks productive ladder of inference
11
Ians productive ladder of inference
12
Single- and Double-loop Learning
13
Balancing Advocacy and Inquiry
14
Quality Curves
15
Quality Curves with Listening
16
(No Transcript)
17
Ians Flow Chart -- Frame
18
Ians Flow Chart -- Action
19
Ians Flow Chart Context Model
20
Ians Flow Chart -- Result
21
Ians Flow Chart Double-loop Learning
22
Ians Flow Chart Re-frame
23
Ians Flow Chart Alternative Action
24
Ians Flow Chart Result for Organizational
Learning
Mutual understanding, learning. Not necessarily
agreement.