I have found that one of the tools a smart leader employs in a healthy and collaborative organization is dialogue, which is the intentional establishment of an environment which allows everyone to have a voice and share in the discussion of how to implement the organizational mission. The term “dialogue” is described below.
All participants treat one another as equals, even though there may be status differences among them outside the dialogue. They refrain from exerting coercive influences over one another—direct or indirect–in order to maintain their equality and build some mutual respect and trust. They listen and respond empathically to one another, trying to understand what others think and feel, particularly those with whom they disagree. (Roberts, 2002)
Wheatley (1996) states, “Information lies at the heart of life,” and the use of dialogue described as above allows for information to be shared freely between all of the people who need it, which contrasts with how some organizations I’ve observed function. I’ve seen that often information is tightly held in what appears to be a conscious or subconscious attempt to use it to retain power over a discussion and decision-making process, and sometimes people have been excluded from the process in order to leverage the position which the leaders hold, and to avoid their having to listen to others’ opinions.
In a similar analysis of the use of dialogue, Yukl (2006) states, “People are more likely to perceive that they are being treated with dignity and respect when they have an opportunity to express opinions and preferences about a decision that will affect them.” This is supported by Heifetz (2009) when he states, “In a highly adaptive organization, no issue is too sensitive to be raised at the official meeting and no questions are off limits,” and Wheatley (1999) when she states, “People support what they create…it doesn’t matter how brilliant or correct the plan is – it simply doesn’t work to ask people to sign on when they haven’t been involved in the planning process.”
At this point, it must be stated that dialogue is a messy proposition! It will be challenging to practice because it has great potential to threaten the formal and informal power of some of the members who will be asked to participate. However, Heifetz encourages leaders by saying, “To build your team’s adaptive capacity, you need to push them beyond their comfort zones,” which dialogue will most certainly do.
Regardless of the discomfort, I believe the use of dialogue, even with its challenges, is a crucial component of an organization or team which desires to establish an environment of collaboration. Without the ability for all stakeholders to legitimately voice their unique perspectives, concerns, and fears; discuss solutions to organizational problems; and express ideas for the future, they will miss out on the benefits which come from the collective wealth of life experiences which make up the fabric of the people in the organization. These benefits far outweigh the challenges and are well worth the effort implementing dialogue will require.
So, get your people talking to each other. Don’t be afraid to engage in dialogue. You’ll be glad you did.
Lead well.