I’m working with the wise and subtle David Goddin (@changecontinuum on twitter) on the Exploring Dialogue offering. David and I have been “in dialogue” about dialogue since September and through our conversations, I have learned much and thought much.
David’s good at asking me sticky questions which make me look upward and go “hmmm…” And one of these questions was “What will other people get out of exploring dialogue?”
I work with organisations, with teams and Boards. What I see? from outside? A paradoxical and very real need to take slow-time to improve effectiveness in a fast-moving world. The pressure for a quick-fix leads to scepticism for any solution that doesn’t “guarantee” rapid results. It also leads to businesses “fixing bits” rather than taking time to attend to the bigger picture – which more often than not takes longer. We force ourselves to work in fragments. It is, in my experience, deeply unsatisfying.
Fragments and wholes
Peter Senge, in Presence (written about the conversations between Senge & his peers and colleagues) retells a tale of attempts made to “improve the cost and timing performance in developing a new car”. Engineering groups split into subsections – working in detail on their area of specialism. With budgets under scrutiny and tight timescales in place, quick fixes to immediate problems were the norm.
Senge explains how the Noise, Vibration and Harshness team (NVH) solved a vibration problem by adding structural reinforcements. Good. Done.
Only now there was a weight problem on the chassis; so the Chassis Specialist were forced to take action and make changes which then impacted back on the NVH team because it created more harshness…. You get the idea.
Senge summarises it thus: “People felt stuck. They didn’t have time to collaborate, yet not collaborating meant they constantly failed to meet their timing goals. But it was also clear that much of the time pressure came from the rework they created for one another…”
Only by slowing down, mapping out the process, understanding their own part in the overall outcomes, could the teams begin to see the patterns they had created together “Each team did what made sense to it, but no-one saw the larger system their individual reactions created – a system that constantly produced poor technical solutions, stress and late cars.”
From seeing those patterns, teams began to be more able to use Dialogue techniques to talk together (here I’m using David Bohm’s definition of “a stream of meaning flowing among and through us and between us”) Eventually, the car was finished almost a year before schedule and $63 million of allocated overspend costs were returned….
To be creative, innovate and effective, you need time to process and think differently. Fast-talking/fast-acting isn’t enough to generate real long-term solutions. Lasting change needs something different. It needs to be backed up with deep foundations; with slower, more careful conversations.
Slow Down to Speed Up
What we’re aiming to do with Exploring Dialogue is to improve the quality of dialogue in individuals and teams; getting people talking with more effective impact and reflecting well so they “show up” differently in conversations; leading to different outcomes and thinking… impacting positively on change in the team.
Through the workshops, we create an environment for experimenting with conversation and dialogue where ideas are generated –new thoughts or solutions emerge – simply by thinking with and talking to other people.
We offer unapologetically slow-time to truly reflect on and understand yourself and others in everyday interactions and discussions… we offer it, because you’re unlikely to get it in organisations or our busy working lives.
The focus is less on what you do; more on how you are being in relation and response to others. fuchsiablue is not about the quick fix – it’s about the learning that will stand you in good stead for many many conversations to come – and I’d argue fairly strongly, you won’t get that from a powerpoint presentation and a rapid intro to “tough conversations”
Closing thoughts for today…
I’m a practitioner first and foremost. I understand very well the pressures my HR, L&D, OD and Board clients face in their businesses and budgets. I’ll be the first to ‘fess up to my altruism, but I’m practical and grounded too and I know this dialogue, whole person, whole being stuff is more than important… it’s one way to sustain and nourish creativity, thinking and talking for years to come.
We’re living in a complex, adaptive, shifting fast paced world and fuchsiablue’s “business thing” is to invite you and your teams to go slow.
This is, of course potentially contrary, unconventional and a little nuts. Or it might be just good old common sense…
David? Did I answer the question yet?
And in this is an invitation. You’ll find more details about Exploring Dialogue here
If you are interested in attending, please sign up or, if you’re not, please pass this on to someone who might be or comment and let me know your thoughts – and no matter what, I hope you enjoy the blogs over the next few days. Tomorrow is about dialogue & the brain.
image is of blue car