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patterns of communication. If the goal is to change the conversation and the quality of
conversation, it is therefore important to pay more attention to the patterns of communication.
Facilitating Conversations
That Matter Using Coordinated
Management of Meaning Theory
By Eerika Hedman and The recently emerged sub-field of Dialogic introduced to the OD literature a commu-
Eleni Gesch-Karamanlidis Organizational Development highlights the nication theory that focuses on the patterns
importance of dialogue and conversations of communication called the Coordinated
in organizational change. The aim of the Management of Meaning (CMM) theory.
dialogic approach is to unleash, catalyze, Oliver and Fitzgerald used CMM to
and support the multitude of motivations demonstrate how facilitators might adopt
and ideas amongst participants (Bushe a dialogic approach to exploring meaning
& Marshak, 2014b, p. 6). With this focus making patterns through the interplay of
on dialogue among organizational mem- stories of relationship, identity, and culture
bers, changes in their thinking can alter within an organization. By exploring the
their perceptions of what is possible in stories at various levels in the organiza-
the organization and may lead to grander tion, Oliver and Fitzgerald hope to help
changes in behavior. Although the Dialogic individuals make the connection between
OD literature claims that conversations these stories and the way they think and
are central in organizational change, there actas an organizational member. Build-
is little written about the essence of these ing on Olivers (2005) idea of reflexivity,
conversations. Some conversations might we usethe term reflexive patterns to
facilitate change while others can lead to describethis self-awareness and ability
undesired outcomes. for mindful action. Towards achieving
Promoting effective conversations the aims put forth in the Dialogic OD
is one of the key questions in the future literature, Oliver and Fitzgerald (2013)
developments of Dialogic OD (Bushe & highlight the need to [invite] reflexive
Marshak, 2009). This is where taking a patterns through the ways in which small
communication perspective on organiza- and large group exercises are designed,
tion development can be useful, as com- so that individuals and groups grow in
munication scholars often are interested responsibility for developing self-awareness
in questions of communication patterns and self-authoring as a function of organi-
and effectiveness of communication. The zational membership (p. 34). The pur-
capacity for organizational change lies pose of this article is two-fold: (1) to more
in the ability of initiating and sustaining fully present CMM so as to demonstrate
desired patterns of communication. If the its usefulness as a tool for inquiring into
goal is to change the conversation and reflexive patterns within an organization,
the quality of conversation, it is therefore and (2) to offer questions that can be used
important to pay more attention to the pat- to explore organizational stories at vari-
terns of communication. ous levels and in turn, develop individual
Recently, Bushe and Marshak (2014a) and group responsibility for managing
as well as Oliver and Fitzgerald (2013) organizationalchange.