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Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change
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Parallel Session 4.9 Talking and Really Listening - Taking an Innovative Approach to Large Scale Change

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  • 1. Talking and Really Listening – Taking an Innovative Approach to Large Scale Change Tricia Boyle & Nicola Harkins Organisational Development Department NHS Fife
  • 2. Aims for the Session• Explore when to use dialogue techniques for achieving service change• Outline three fundamental dialogue concepts• NHS Fife examples explained• Questions and Answers
  • 3. Why use Dialogue Methodologies?• Complex issue which is also important• Project management or hierarchy processes have not delivered positive results• No obvious single solution• Service delivered through interconnected roles/functions all need to be bought in• No clear lines of authority• Need to increase understanding of all perspectives including the customer/patient, before they will commit• So that all voices involved can be heard and acted on
  • 4. Monologue to Generative Conversation Generative dialogue Conception Dialogue Pool of water Skilful conversation Ploughing a field Discussion Table tennis DebateMonologue Beating down Solo voice Adapted from W. Isaacs
  • 5. Dialogue Actions & Intentions Advocacy Inquiry Adapted from D Kantor “Four Player Model”
  • 6. Fields of Conversation Flow (rule generation) Inquiry (rule inquiry) IV III Generate new possibilities Self inquiry into assumptions Collective intelligence Awareness of how we impactThe whole is greater than the on each other sum of the parts Acceptance of social norms Power contestClarifying power/positions in Power positions emerge the room Politeness (rule following) Breakdown (rule revealing) I II Adapted from C Otto Scharmer 1988
  • 7. ISAAC, W. N. (1999) Dialogic Leadership. The Systems Thinker; Vol. 10 No. 1 Pages 1-5PHILIPS, M.E. & HUZZARD T (2007) Developmental magic? Two takes on a dialogue conference. Journal ofOrganizational Change Management Vol. 20 No. 1 Pages 8-25DAVID, B. (1996) On Dialogue. Routledge, ISBN 0-415-14912-6HILL, S.; HARE, U. & BALL, J. (2004) We’ve all come together as one – prisoners, staff and managers: PrisonDialogue as a means of facilitating patient/public involvement and implementing new standards in prisonhealthcare. Prison Service Journal No. 151 Pages 30-35ISSACS, W. (1999) Dialogue and the Art of Thinking Together. DoubledaySENGE, P., et al (2004) Presence. SoL, ISBN 0-9742390-1-1WHEATLEY, M. (2002) Turning to One Another. Berrett-Koehler Publishers Inc, ISBN 1-57675-145-7RIDINGS, A. (2011) Pause for Breath: Bringing the practices of mindfulness and dialogue to leadershipconversations. Live It Publishing, ISBN-13: 978-1906954239KANTOR, D. (2012) Reading the Room: Group Dynamics for Coaches and Leaders. Jossey-Bass,ISBN-13: 978-0470903438FRIEDMAN, M.S. (2002) Martin Buber: The Life of Dialogue. Routledge, ISBN-13: 978-0415284752

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