On Dialogue, Culture and Organizational Learning
Article Summary This article explains the importance of dialogue, culture and organizational learning as solutions to the context of changes that are occurring nowadays in the organizational world. They are necessary to avoid communication failures and cultural misunderstanding. The problem is that organizations of all sizes tend to break down into subunits of various sorts because of increasing rate of change in the environment such as the growth of technological complexity in all functions. Nowadays the subunits of an organization are more likely to create their own subcultures. Dialogue is a necessary condition for effective group action because only after a period of dialogue, it is possible to know whether the communication within the group is valid. Hence, dialogue is at the root of all effective group action because it allows to solve problems and to obtain effective decision. If there are cross-cultural issues involved in it, elaborate longer periods of dialogue will be required for developing a shared mental models. Dialogue starts within a group, according to Edward H. Schein, William Isaacs and Peter Senge experiments, a facilitator starts it by arranging the setting and describing the concept. The group can be composed without limit number up to 100 or more members. The key of dialogue is to make a link between it and other experiences that people have had felt like real communication. An important thing for dialogue is to learn to listen to ourselves before we can really understand others and how they act. Dialogue has a significant role on culture and subcultures because even if people speak the same native language, person from different cultures or subcultures have difficulty to communicate with each others. Subcultures are defined by the term “jargon” which is a language and using it expresses belonging and membership to a group and it provides status and identity. The need for dialogue across...
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