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The Dialogic Mindset: Leading Emergent Change in a Complex World

Posted to Gurteen Knowledge-Log by David Gurteen on 27 November 2015



The Dialogic Mindset: Leading Emergent Change in a Complex World
WeblogGurteen Knowledge Log
Knowledge LetterAppears in the Gurteen Knowledge Letter issue: 185
Posted DateFriday 27 November 2015 08:33 GMT
Posted ByDavid Gurteen

If you are interested in how leadership needs to adapt to better cope with our increasingly complex world then this paper from Gervase Bushe and Robert Marshak will be of interest: The Dialogic Mindset: Leading Emergent Change in a Complex World

In it they make seven assumptions about a dialogic mindset for leaders. Something very similar to what I call Conversational Leadership
  1. Reality and relationships are socially constructed.
  2. Organizations are social networks of meaning making.
  3. Transformational leadership shapes how meaning is made and especially the narratives which guide people's experience.
  4. Organizations are continuously changing, in both intended and unintended ways, with multiple changes occurring at various speeds.
  5. Groups and organizations are inherently self-organizing, but disruption is required for transformational adaptation and change.
  6. Adaptive challenges are too complex for anyone to analyze all the variables and know the correct answer in advance, so the answer is to use emergent change processes.
  7. Leading emergent change requires mobilizing stakeholders to self-initiate action, then monitoring and embedding the most promising initiatives
What people believe to be true, right, and important emerge through socialization and day-today conversations.

If you are interested in Knowledge Management, the Knowledge Café or the role of conversation in organizational life then you my be interested in this online book I am writing on Conversational Leadership
David Gurteen

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