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Organisational Dialogue

In: Business and Management

Submitted By anit47
Words 1787
Pages 8
Introduction
“Changes happen by listening and then starting a dialogue with the people who are doing something you do not believe is right.” – Jane Goodall.
There are lots of critiques who argue that dialogue can precisely transform the organisational culture and learning methods. Dialogue is a mutual understanding among the people and empowering them by letting speak and hear (Senge et al. 1999). Dialogue is a controversial subject that generally covers entire communication channel of an organisation (Schein 1993). However, dialogue has been an argumentative communication method that is least comparable to traditional approach of communication. Therefore, Schien (1993) suggest that in order to balance communication and exchange information, ‘dialogue is not only different form of many techniques that have been proposed before, but also that it has considerable promise as problem solving and problem formulating.’ Communication is integrated with an organisation to flow messages and information from top to bottom and vice versa (Tourish, D & Hargie, O 2009) where dialogue acts as a part of bringing up information, frustrations, ideas, present scenario that highly influence firm’s active participation for positive change. According to the Eisenberg, E.M., Goodall, H.L. and Trethewey, A (2010:33) communication plays a role of ‘moment to moment working out of tensions’ in an organisation. Basically to achieve targets and objectives that has been vision and paved by a firm, communication acts as a main strategic tools and framework between creativity and human skills that results to welcoming reasonable information and ideas in front of mass employees. Apparently, each individual power of thinking is based on actions and interactions (Eisenberg, E.M., Goodall, H.L. and Trethewey, A 2010). However, the business of human action depends on a place where they stand.

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