Dialogic Organization Development

by Robert J. Marshak, Gervase Bushe

BOOKS

Genres: Leadership

Paperback

First published May 26, 2015

Reviews

[Being · Rating 5 out of 5]

I first came across the term Dialogic Organisation Development in this book and was amazed that there was a collective noun for the type of change mindset and methods I most valued and practice. There list of 40 dialogic methods including the Art of Hosting and Theory U and many more I had never heard of which I shall enjoy finding out about. It primarily sets out to advocate an approach to Organizational Change that counter-opposes to many of the principles & practices of the dominant approach to OD that has been around since the 1950’s — Diagnostic OD. This is a typical reductionist approach to problem-solving that advocates collecting and applying valid data using objective problem solving methods, believes that change can be run as a programme that is created, planned and managed (heavily influenced by Lewin's 3-Stage Model of Change: Unfreezing, Changing & Refreezing), that is episodic, linear and goalsoOriented. Dialogic OD assert's that in complex, adaptive systems change outcomes cannot be planned and the best we can do as interveners is create containers and processes that foster, support, and/or accelerate new ways of talking (who, what, how) and thinking that may lead to the emergence of generative, transformational new ideas. Change can be encouraged but is mainly a self organizing process of continuous and/or cyclical emergence. Only by disrupting current meaning-making processes and patterns of self-organisation can new socially agreed upon narratives that explain and support the emergence of a new reality and possibilities. This process, far from being benign, will be uncomfortable at times and may lead organisations to 'the edge of chaos' with no guarantee of a successful outcome. Nevertheless, the authors claim, it's the only meaningful intervention an OD practitioner can make to facilitate generative change in a self-organising complex organisational context.

The book closer to an academic journal of articles than a 'self-help guide', nevertheless its a coherently sequenced and readable set of articles that build from the theoretical to the practical implementation of Dialogic OD. Unfamiliar with the rarefied world of OD consultancy I certainly learnt a lot and found it a refreshing antidote to the usual suspects of cliched Management Theories that seem to have evolved little in 20 years and seem unfit for purpose in addressing modern issues like the crisis in employee engagement and need to shift cultures to support new demands in organisational agility. Required reading for anyone charged with leading such transformational organisational change. Beware: An open mind is essential.

[Fred Cheyunski · Rating 4 out of 5]

OD as Different Story - Looking for something about more recent activities in the field, I finally picked up and read through the book. When first seeing the title, I was a initially a little put off thinking it a typical textbook. But I was glad to realize the book is actually a collection of articles by the named authors/editors and others devising and using similar dialogical methods, e.g., OD as different story.

More specifically, the book’s contents consist of a foreword, an introduction and conclusion by the editors surrounding 17 chapters in 4 parts by them and 20 different authors. Namely, there is the Foreword: Dialogic Organization Development: Past, Present, and Future; Part I: Introduction and Overview; 1. Introduction to the Dialogic Organization Development Mindset; 2. Introduction to the Practice of Dialogic OD; Part II: Theoretical Bases of Dialogic Organization Development; 3. Social Constructionist Challenge to Representational Knowledge: Implications for Understanding Organization Change; 4. Discourse and Dialogic Organization Development; 5. Generative Image: Sourcing Novelty; 6. Complexity, Self-Organization, and Emergence; 7. Understanding Organizations as Complex Responsive Processes of Relating; 8. Consulting as Collaborative Co-Inquiry; Part III: Practices of Dialogic Organization Development; 9. Enabling Change: The Skills of Dialogic OD; 10. Entering, Readiness, and Contracting for Dialogic Organization Development; 11. Transformative Learning during Dialogic OD; 12. Framing Inquiry: The Art of Engaging Great Questions; 13. Hosting and Holding Containers; 14. From Them to Us: Working with Multiple Constituents in Dialogic OD. 15. Amplifying Change: A Three-Phase Approach to Model, Nurture, and Embed Ideas for Change16. Coaching from a Dialogic OD Paradigm; 17. Dialogic Process Consultation: Working Live; Commentary on Dialogic Process Consultation; Part IV: Conclusion: The Path Ahead. At the end of the book come Acknowledgments, an Index, and a List of Contributors informing about their backgrounds and professional activities.

Standout parts for me were those that define and situate the dialogical approach as well as address the significance of narrative and stories therein. As OD pioneer Edgar Schein (e.g., see my review of his “Career Dynamics”) relates in the Foreword, “Dialogic OD invites us to revisit the early spirit of OD, when we saw ourselves more as the conveners of processes of inquiry whose outcomes we did not control that led to answers we did not already have.” On page 1, the editors acknowledge that “Organization Development (OD) has been a recognized form of organizational consulting and change and a scholarly discipline for almost six decades . . . [where] Its antecedents date back to Kurt Lewin and his associates in the 1940s” (see my reviews of Jones and Brazzel’s “NTL Handbook” and Mohr and van Amelsvoort’s “Co-Creating Humane and Innovative Organizations”). A little later on (pg. 25), they clarify that “. . . a Dialogic OD Mindset assumes that groups and organizations are self-organizing, socially constructed realities that are continuously created, sustained, and changed through narratives, stories, images, symbols, and conversations.” Their description goes on to indicate that “The role of the practitioner or consultant is to help foster, support, and/or accelerate new ways of talking and thinking that lead to the emergence of transformational possibilities. . . interpretive meaning-making processes, fostering inquiry, addressing how conversations create social reality, and organizational change as a process of continuous emergence . . .” Attention is devoted to “three underlying change processes . . . discourse and narratives, generative images, and emergence and complexity” as well as the practicalities involved in introducing such processes with clients (as in conducting an Appreciative Inquiry). Definitely more to delve into here as well as to bridge to literary connections (e.g., see my review of Abel’s “Out on the Wire: The Storytelling Secrets of the New Masters of Radio”) .

A number of the writers take pains to differentiate between “Dialogic” and the more tool-oriented and widespread “Diagnostic” OD. For example (on pg. 204), Jacob Storch points out that “The Dialogic/Diagnostic difference can be expressed as “artistic” versus “instrumental,” the ability to respond fluently and coherently without big designs versus having a clear agenda and . . . approach to events.” Seemingly more nuanced skill and engagement are required to effectively pull off such activities which may limit adoption---questions remain in this respect.

Toward the end of the book (pg. 396), Patricia Shaw admits “. . . we must develop a heightened reflexivity in noticing how influence is gained and lost, how balances of power tilt, how certain moves or voices may be silenced, how tensions are heightened or relaxed, how distractions are tolerated, how conflict is avoided or exaggerated, how complicity is invited, how energy is liberated or spontaneity [increased].” Since this book appeared in 2015, such characteristics become more pertinent to deal with the more contentious environment in which we find ourselves (e.g., see my review of Gladstone’s “The Trouble with Reality”)

Even with the progress indicated and more to be addressed, this book is a helpful reference in continuing OD efforts.

[Łukasz Lichota · Rating 2 out of 5]

Very interesting topic but the book is written in a very hard way for me read.

[Carol · Rating 3 out of 5]

Some chapters definitely more readable than others.

[Jess Aurand · Rating 4 out of 5]

This is a pretty good text covering dialogic OD

[Brianna Olesh · Rating 4 out of 5]

I believe this book was a wonderful collaboration from experts in the field of Organizational Development. This was assigned material for my masters program and found it one of the more interesting texts to read. Dialogic Organizational Development discusses the evolution of OD and the 2 not necessarily opposite, but rather different ways OD practitioners are helping to change organizations.
Some of the chapters are harder to get through than others, but that may have been because of the different authors. Anyone who is starting or continuing their OD journey should at least have this as a reference book.

[Neena Verma · Rating 4 out of 5]

A whole new paradigm to Organization Change & Development that both acknowledges & enables the Humanization of this process. In the present times , wrought with challenges that Humankind has created for itself , the Dialogic approach to development holds promise, not just for Organizations but as much for everyday life. My higher hope is that the essence of Dialogic OD gets imbibed in everyday human life. Warm appreciation & gratitude dear Gervase & Dr Robert Marshak for your pioneering work.