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    From Monologue to Dialogue: Creating dialogue from a horizontal leadership perspective. A handbook for leaders
    From Monologue to Dialogue: Creating dialogue from a horizontal leadership perspective. A handbook for leaders
    From Monologue to Dialogue: Creating dialogue from a horizontal leadership perspective. A handbook for leaders
    Ebook118 pages1 hour

    From Monologue to Dialogue: Creating dialogue from a horizontal leadership perspective. A handbook for leaders

    By Hans-Peter Ulli

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    About this ebook

    In order to effectively align today's complex work processes with the customer and to inspire employees for these tasks, a horizontal approach is required which releases the creative potential of people within organisations. It is vital to carefully sustain complex processes, to conduct clear, transparent, open, and honest dialogue between all levels of the hierarchy and to always consider the biography of the people in an organisation as well as the biography of the organisation itself. This book focuses on the dialogue between you as a leader and your team members, superiors and colleagues. Based on tried and tested methods and models, the author describes how leadership discussions can be prepared, conducted and followed up and shows the effect of communicative behaviour on practical examples. The models and methods are displayed graphically. The focus on the different ways of conducting talks makes this book an informative read and a practical tool for everyone who is interested in developing their communication skills.
    LanguageEnglish
    PublisherAlert-Verlag e.K.
    Release dateJan 6, 2020
    ISBN9783941136557
    From Monologue to Dialogue: Creating dialogue from a horizontal leadership perspective. A handbook for leaders
    Author

    Hans-Peter Ulli

    Hans-Peter Ulli studied organic chemistry at the Winterthur School of Engineering. He worked at Cerberus AG in research and development in the field of semiconductor sensors for four years. He trained as an actor in Zürich and then performed on stage and in film for 20 years. He began working as a self-employed communication trainer in 2001. In 2009, he completed a degree in coaching an organizational consulting at the Institute for Applied Social Sciences. He is a licensed Core Quadrant trainer and is certified as a Level 2 Spiral Dynamics practitioner. He also qualified as an adult educator in Switzerland. He has been a member of the IMO Institute for Man- and Organisational Development since 2014.

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      Book preview

      From Monologue to Dialogue - Hans-Peter Ulli

      Table of Contents

      About this book

      Dialogue – Thoughts from Adriaan Bekman

      The fundamental position of horizontal leadership

      Acting in two different spaces – A contribution from Hans Ruijs

      The capacity to enter into dialogue

      The four fundamental psychological positions that I can adopt

      The perception and construction of reality in the context of communication

      The principle of intention and effect (sender-receiver model)

      Preparing for a meeting

      My dialogue partner – RUTH

      Sharing (key qualities of coaching and inspiration)

      The magic of the pause

      The art of active listening

      The art of asking questions

      The essential features of coaching

      Coaching by creating space

      Coaching by listening

      Encouraging learning processes

      Coaching by setting the next learning step

      Exchanging ideas within a coaching approach

      Conducting a feedback interview

      The confrontational I-statement

      Possible stumbling blocks and how to avoid them

      Conducting a progress review

      The essential features of inspiration

      Getting your employees on board with change

      Conducting a motivational interview

      Reasons for resistance to a planned change

      The flow of a motivational interview

      Interview structure

      Clear and fair negotiation (key qualities of steering)

      The essential features of management

      Steering by making decisions

      Steering by creating a framework

      Steering by sparking impetus

      Fact-based negotiation

      Definition of negotiation goals according to Harvard

      The four negotiating principles according to Harvard

      Clear and fair intervention (key qualities of intervention)

      The essential features of intervention

      Communicating bad news

      Conducting a termination meeting

      Conducting a critical appraisal

      Conducting a conflict resolution meeting

      Afterword

      List of references

      About this book

      Traditional vertical organisational forms and management structures are no longer usable. Work processes have become highly complex, as has the process of efficiently orientating them towards the customer and inspiring employees to take on these tasks. A horizontal approach frees up the creative potential of people within organisations. It allows leaders to involve employees in designing work processes that relate efficiently and effectively to the customer.

      The Institute for Human and Organization Development (IMO), of which I am a member, is currently researching across nine countries into how a horizontal approach can be implemented and experienced within organisations. In doing so, we have recognised that three key issues are crucial in order to successfully and sustainably shape and develop an organisation, regardless of cultural differences (Switzerland, Holland, Finland, Germany, Italy, Israel, Brazil, Russia, China). It is vital to carefully sustain complex processes, to conduct clear, transparent, open, and honest dialogue between all levels of the hierarchy and to always consider the biography of the people in an organisation as well as the biography of the organisation itself.

      This book focuses on the dialogue between you as a leader and your team members, superiors, and colleagues.

      In my capacity as a trainer and consultant, I have been intensively dealing with communication for almost twenty years. During this time, one thing has become abundantly clear to me. Communication models and methods are only effective when your own position allows dialogue to take place on an equal footing. This may seem perfectly obvious to you. However, what happens if the other person reacts unreasonably, dismissively, or even abusively? It can be a challenge to maintain equilibrium in these situations. However, as soon as we abandon this horizontal approach, we abandon the possibility of appreciative, respectful communication. This means that I have to seek genuine dialogue among equals in every conversation, no matter how strenuous and laborious this may be. On the one hand, I have to disclose my needs, wishes, and expectations. On the other, I have to show respect for the other person through active listening and asking questions. If I successfully attain this inner position, I will create a space in which my counterpart can also disclose their wishes, expectations, needs, hopes, and fears.

      In ‘The Horizontal Leadership Book’, IMO founder Adriaan Bekman describes four key qualities that are necessary for this kind of leadership. This book will use these key qualities as a basis in examining related discussion types and methodological structural proposals aimed at supporting meaningful dialogue among equals. The methods described will be underpinned by practical examples. At the end of each chapter, you will find some specific questions designed to help you reflect on your communication style.

      With this book, I am inviting you to reflect on your own communication and explore which methods and models could help you to engage in horizontal dialogue.

      Dialogue

      By Adriaan Bekman, founder of the Institute for Human and Organization Development (IMO)

      Many years ago, back when I was a young father, I loved making toys for my two daughters. I made a wooden dolls’ house, little tables and chairs, and other things. Since I had very little experience in making things like these, I tried to work out how to make toys that would be fairly robust and not fall apart immediately. I soon realised that my designs were actually not very robust. So I went and got a hammer and nails, and tried to make the toys stronger. Before long, I saw the shortcomings of this approach. I realised that something more dialogical would be more effective. I could see that I hadn’t really thought before I acted. I started a dialogue with the toys, asking, ‘what do you need? What could make you stronger?’. And I shared these questions with other people to find out how to improve my construction.

      In my work as an organisational developer, I have found that organisations often use force to create constructs by exploiting hierarchical authority, which is often associated with cumbersome and complex structures. Effectively cooperating in open dialogue and supporting each other in finding the next step in the process is no easy feat.

      When we cooperate from a position of ‘boss vs. underling’, only very limited dialogical cooperation is possible. All too often, this turns into one-way communication in which the superior makes decisions about the subordinates.

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