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How do we use dialogic OD in our NHS field of practice ?
How do we use dialogic OD in our NHS field of practice ?
New Era Change Practices
• Find, develop and enable your activists and radicals• Build relationships which support change from the edge• Build the storytelling capacity of your people, to connect people around their purpose and their passion
• Move towards the curation of knowledge and know how• Build bridges which create new possibility
Firman S. and Bevan H., 2014 , White Paper: The new era of thinking and practice in change and transformation A call to action for leaders of health and care http://www.nhsiq.nhs.uk/resource‐search/publications/white‐paper.aspx
A Diagnostic theory of change
A Dialogic / Grounded theory of change
Reductionist ExpansiveSeeking a single solution or truth of a situation
Seeking meaning and sense making within a situation
Based on compliance Building commitment
Management Consultancy
Traditional Diagnostic
ODDialogic OD
Philosophical roots
Ontology Social constructivist
Organisations Dialogic Networks
Emphasis Discourse and generativity
Change as Emergent , continuous , iterative , transformational
Discernment Inquiry
Practitioner’s role Immersed within parts of the interaction
Change process Heterarchical – starts where it starts and spreads out
Heterarchical = a system of organisation where the elements are non hierarchical or where they possess the potential to be ranked in a number of different ways
Ref : Bushe & Marshak , 2014 , in Research in Organization Change and Development, 2014. Emerald Press
Acknowledgement to Prof Cliff Oswick – ideas 1st presented at ODNE conference 2014
PRINCIPLES
Traditional Diagnostic Mindset
Dialogic Mindset
Same classic premise of OD
Humanistic approach, democratic valuesLeaving our clients equipped , not content but process ( not experts ),
development of system awareness
Dialogic change process
• To create a disruption in the ongoing social construction of the reality of the group, team, organisation or community
• The disruption offers the opportunity to ‘be different’• Create a change in the core or dominant narrative• Creation of new generative ideas and compelling alternatives for thinking and acting
(Ref : Bushe & Marshak , 2014 , in Research in Organization Change and Development, 2014. Emerald Press)
PRACTICES
NOT linear
We cannot plan transformation like a project ( Busche 2014) … find out more www.maxinecraig.com
“Dialogue .. Is a way of exploring the roots of the many crises that face humanity today. It enables inquiry into and understanding of, the sorts of processes that fragment and interfere with the real communication between individuals, nations and even different parts of the same organisation.”
(Dialogue a Proposal ‐ Quote attributed to David Bohm, Donald Factor and Peter Garett , year unknown)
SELF APPRENTICESHIPPERSONAL RESPONSIBILITY10,000 hours to MASTERY
Contact and resources
• Paper on dialogic change ( presented as a blog ) at www.maxinecraig.com
• More on dialogic OD at www.theedge.nhsiq.nhs.uk
