Dialogue And Identity Article

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Information about Dialogue And Identity Article

Published on February 20, 2009

Author: Angelojohn

Source: slideshare.net

Description

This is an article which explains the use and philosophy of the Dialogue Circle method of group conversation.

Many experienced change agents believe that dialogue is a central part of a newly emerging paradigm for doing diversity work in organizations. The method emphasizes helping participants speak from experience, suspend assumptions, and release their need for specific outcomes. The process creates an environment in which conversations can take on a sacred quality and learning and discovery can emerge. . Dialogue, Identity, and Diversity by Angelo John Lewis Organizational theorist William N. Isaacs defines dialogue as a sustained collective inquiry into the processes, assumptions, and certainties that compose everyday experience. Distinct from ordinary discussion, in which participants negotiate shared agreement through the process of dialectical debate, dialogue provides a means to explore meaning in a radically different way. Entering dialogue, participants make a conscious attempt to suspend their assumptions, explore together, and focus on both individual and group learning. To realize these aims, most varieties of dialogue rely on explicit, commonly agreed upon ground rules to guide conversation. The group negotiates these ground rules before entering dialogue. Sample ground rules include: quot;Suspend Assumptions,quot; quot;Focus on the Learning,quot; and quot;Honor the Speaker.quot; A ground rule that works particularly well when the topic involves diversity is an experiential one: quot;Insofar as possible, speak from your experience of the subject, and not from theories or abstractions.quot; In recent years, the term dialogue has come to be associated with the work of theoretical physicist David Bohm and popularized through the work of organizational learning practitioner Peter Senge. But it is important to recognize that dialogue is a much older art and in fact may be as old as the art of conversation itself. As Isaacs puts it1: quot;Dialogue is an old term. Some evidence suggests that human beings have gathered in small groups to talk together for millennia; to claim this is a new art is a mistake. Indeed, it is because dialogue is, at its core, very natural to human begins that there seems real possibility for its use in modern settings.quot; Dialogue holds promise for diversity interventions because of the technique’s power to unfreeze preconceived viewpoints on subjects such as race, gender, and sexual orientation. Providing an opportunity for Isaacs, William, quot;Taking Flight: Dialogue, Collective Thinking, and Organizational Learning,quot; Organizational 1 Dynamics, Autumn 1993.

2 unfreezing -- particularly in a peer-to-peer, nonconfrontational environment -- is critical, as individuals tend to approach these subjects with biases and preconceptions and are highly resistant to top-down training. By asking participants to share their experiences (the hallmark of the Diversity Circle Dialogue method), participants build common ground beyond the walls of abstractions and theories. To fully understand the potential of dialogue as a diversity intervention, it is useful to understand why conversations about diversity frequently degenerate into unproductive debates or exercises in intellectual one- upmanship. Often, these types of conversations get frozen because those engaged in conversation are looking at the subject from different angles. One conversationalist might view the subject from an individual lens, in which individuals are seen as individuals qua individuals, divorced from their group affiliation. Another might view the subject from a group or system lens, in which individuals are seen as members of groups, which hold positions of dominance or subordinateness based on such factors as race, gender, class and sexual orientation. In this type of conversation, neither conversant can free him or herself from the prison of his or her convictions long enough to fully hear what the other is saying. Dialogue, by slowing down the process and encouraging the conversationalists to approach the subject without preconceptions, creates the necessary conditions for mutual inquiry and learning. Since 1991, the Diversity Circle dialogue method has been used by a range of institutions for a variety of purposes, some diversity related, some not. Some organizations which have utilized the method include AT&T, the American Association of University Women, Creighton University, Hoechst Celanese, Pennsylvania Protection and Advocacy, Princeton University, and the New Jersey Supreme Court Task Force on Minority Concerns. The method has been used as an ongoing community building exercise by a citizen group, a regular pre-meeting activity of a diversity task force, a means of building vision statements, as a conflict resolution tool, and as an alternative to traditional focus groups. The method also frequently has been combined with other methods. For further information about the Diversity Circle dialogue method, contact Lewis Associates at 609-397-9777 or send e-mail to ajl@lewisassociates.org. Further information about dialogue can be found on the website www.lewisassociates.org. References

3 David Bohm, On Dialogue, David Bohm Seminars, 1990 William M. Issacs. quot;Taking Flight: Dialogue, Collective Thinking, and Organizational Learning,quot; Organizational Dynamics, Autumn, 1993, pp. 24-39 Peter Senge, The Fifth Discipline: pp 238-269 (Doubleday/Currency, 1990) Peter Senge, Art Kleiner, Charlotte Roberts, Richard Ross, and Bryan Smith, The Fifth Discipline Fieldbook, (Doubleday/Currency, 1994) Marvin R. Weisbord, Discovering Common Ground: pp: 113-124, (Berrett-Koehler Publishers, 1992)

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