Dialogue & the Art of Thinking Together

(William Isaacs, 1999)

Emerging New Roles of Leaders

not necessarily in control of the group. and need facilitation and participation skills much more than initiation-of-structure skills.
- Afsaneh Nahavandi, The Art and Science of Leadership, 2009

What is Dialogical Leadership

a way of leading that consistently uncovers, though conversation, the hidden creative potential in any situation.
- William N. Isaacs, Dialogue and the Art of Thinking Together, 1999

What is Dialogue
The term dialogue comes from the Greek and signifies a flow of meaning. an inquiry that surfaces ideas, perceptions, and understanding when you explore the uncertainties and questions that no one has answers to. use the energy of their differences to enhance their collective wisdom.
William N. Isaacs, Dialogue and the Art of Thinking Together, 1999

What are the four distinct processes of Dialogical Leadership?

[1] to evoke peoples genuine voices; [2] to listen deeply; [3] to hold space for and respect as legitimate other peoples views; and [4] to broaden awareness and perspective

What are the Four Action Capabilities for Dialogic Leaders?

[1] Movers they initate ideas and offer direction; [2] Followers they complete what is said, help others clarify their thoughts, and support what is happening; [3] Opposers they challenge what is being said and question its validity; [4] Bystanders they actively notice what is going on and provide perspective on what is happening

What are the Four Practices for Dialogic Leadership?

[1] Movers practice VOICING Speaking our voice has to do with revealing what is true for each of us, regardless of all the other influences that might be brought to bear on us. [2] Followers practice LISTENING This kind of flow, while rare, is made possible when we relax our grip on what we think and listen for what others might be thinking. [3] Opposers practice RESPECTING An atmosphere of respect encourages people to look for the sense in what others are saying and thinking. [4] Bystanders practice SUSPENDING To suspend is to bystand with awareness, which makes it possible for us to see what is happening more objectively

Dialogical Leadership
Focuses on two levels: the nature of actions people take duirng an interaction & the quality of those interactions By noticing which perspective is missing, you can begin to reflect on why this is so and quickly gain valuable information about the situation as a whole
William N. Isascs, Dialogue and the Art of Thinking Together, 1999

mover

bystander

follower

opposer CAPABILITIES for Dialogical Leadership

voicing

suspending

listening

respecting PRACTICES for Dialogical Leadership

unfolding

awareness

participation

coherence CORE PRINCIPLES for Dialogical Leadership

Mover/Voicing/Unfolding

ADVOCACY
Bystander/ Suspending Awareness/ Follower/ Listening/ Participation

INQUIRY
Opposer/Respecting/Coherence Balancing Advocacy and Inquiry through Dialogical Leadership

Class Exercise in Pairs

[1] based on your understanding of DIALOGIC LEADERSHIP, discuss the four ACTION CAPABILITIES and their corresponding PRACTICES - What are your general reactions/reflection to this model? [2] identify which among the action capabilities and practices you have a natural tendency towards. - What is your experience given this tendency? [describe both positive and negative experiences, as well as neutral experiences] [3] identify which among the action capabilities and practices you find most difficult to do. - What is your experience given this difficulty? [describe where, how, and why the difficulty] [4] report sharing of your partner to class