About Dialogue

What do we mean by dialogue?

‘Dialogue is focused conversation, engaged in intentionally with the goal of increasing understanding, addressing issues, and questioning thoughts or actions.
It involves the heart as well as the mind.’1

There are many definitions and types of dialogue, but a common denominator relates to a quality of conversation in which the whole becomes greater than the sum of its parts.
It is most potentially powerful when stakeholders with diverse views are invited to participate.

Dialogue can also be described succinctly as a quest to ‘jointly create meaning and shared understanding through conversation’.2 In this process unexpected shared experiences and
areas of agreement can be identified and fresh understanding and innovative approaches to complex issues can emerge. These are not soft outcomes. They are the essential
underpinnings of better decisions and the development of broad stakeholder commitment to change.

Tom Calma, Human Rights and Equal Opportunity Commissioner (with microphone) and Percy Knight of Wiradjiri Condobolin Corporation engage in dialogue at the Centre's inaugural event on Building Sustainable Policy for Indigenous Affairs in Australia.

Unlike discussion or debate, where demonstrating one’s acumen, outwitting an adversary, or winning political advantage is paramount … dialogue is based on building and identifying connections. It depends on relations of trust, equality and respect and requires a different sort of reflection based on self awareness and empathy.   (P Vassallo, ‘Dialogue: Speaking to listen, listening to speak’, in General Semantics, Vol 57, Issue 3, Fall 2000).

Dialogue involves a spirit of curiosity and willingness to learn the stories of those with whom you are in conversation.

It is based on equality and empathy and requires a willingness to listen to the meaning beneath and between others' words.

It needs a commitment to suspend the need for certainty and specific outcomes.

It involves the demonstration of respect and transparency of thought.3

1 P Romney. The Art of Dialogue, Posted: 2001, http://www.clarku.edu/dd/docs/art_of_dialogue.pdf
accessed 26 March 2009, p2.
2 L A Franco, ‘Forms of conversation and problem structuring methods: a conceptual development’, in Journal of the Operational Research Society, Vol 57, pp 813-21,
cited in D. McDonald G. Bammer and P Deane, Dialogue Methods for Research Integration, Australian National University, Canberra, forthcoming 2009, p2.
3. J Ashworth, Imagine BC - Dialogues on the Future of British Columbia, Simon Fraser University 2009, p 36

Why is dialogue needed?

There is an increasing emphasis on dialogic approaches because contemporary problems involve multiple stakeholders holding diverse and often conflicting views.
Workable solutions are difficult to achieve unless all of the interests are actively engaged.

Dialogue offers opportunities to respond genuinely to the issues at hand and to learn about each other’s perspectives, assumptions and priorities. It provides a picture of the various dimensions
of a problem and a more comprehensive base for good decisions and action.

Dialogue is a pragmatic approach to the challenges which confront us in the 21st century. 

When can dialogue be used?

The principles of dialogue apply to everything from one-on-one conversations and small group discussion to academic gatherings, corporate meetings, government conferences, community consultations,
and international forums. A dialogic approach can be used for strategy and policy development, conflict resolution, problem solving, cross cultural communication, community building,
community consultation, education, executive and professional development, and research.

However there are some crucial prerequisites for dialogue. Even if they disagree, participants need to be willing to talk with each other. If they are not, some form of conflict de-escalation may be required before
dialogue can be considered. Significant power differences among participants can also make a conversation on an equal footing extremely difficult. An attempt at multi-party dialogue in these circumstances,
without extensive pre-dialogue preparation, may simply exacerbate frustration.1 As with all forms of communication, cultural differences also require sensitive handling.

1 M Maiese, ‘Dialogue’ Beyond Intractability, Eds Guy Burgess and Heidi Burgess. Conflict Research Consortium, University of Colorado, Boulder.
Posted: September 2003 http://www.beyondintractability.org/essay/dialogue?nid=1218 accessed 14 March 2009, p6.

How does dialogue work?

Generally a formal dialogue is initiated by a person or group with an interest in a particular topic. The Centre for Dialogue can provide assistance in developing appropriate dialogue themes and processes
in conjunction with the initiator and other stakeholders. In these circumstances, the client owns the content of the dialogue, the participants own the dialogue event, and the Centre owns the process.

A formal dialogue is usually supported by a facilitator, whose role is to enable the dialogue, not to control it. The facilitator helps to create an emotionally safe space by assisting participants to use
the protocols of dialogue. The facilitator may also assist the dialogue initiators to design the process to ensure that the approach fits the purpose and context of the dialogue.

Pre-dialogue preparation is an important ingredient for success. The preparation stage ensures as far as possible that participants are aware of and have contributed to the focus of the dialogue, that they
have had equal access to balanced information on the dialogue themes, and that they come to the table as willing participants, knowing and accepting the principles which guide successful dialogue.

While dialogue is often associated with meetings in the round there is a range of processes which can contribute to the development of shared meaning. (See Resources page).

Convening considerations from the Morris J Wosk Centre for Dialogue

Inclusiveness:   Inviting individuals who are not usually involved in public discussion is essential. Developing trust with people who my have felt silenced, ignored or left out previously can take time
 - both before the dialogue and during it.

Clarity of Purpose:  While the specific outcomes of dialogue cannot be predetermined, clarity of purpose is essential and needs to be well communicated among all involved.

Open-ended questions:  Powerful open ended questions can stimulate the imagination and  can lead to fresh ideas and new solutions. Developing the key question that frame the dialogue
is best done in collaboration with key participants, sponsors and partners in the dialogue. 

Shared leadership:  Planning for the dialogue requires the involvement of diverse perspectives and interests. Consider this diversity as you develop planning and advisory governance of your process.

Engagement, not just information:  Expert knowledge has the potentil to inform thinking, broaden and deepen our understanding and challenge pre-conceived notions. Invite experts to share their knowledge
without dominating the process, and seek ways for experts to interact with others about what each has heard and understood.

Telling and listening to good stories:  Jumpstart the dialogue by inviting participants to share hearfelt stories related to the topic.

Involving artists:  Music, song, painting, photographs, poetry etc can bring richness to the dialogue beyond ideas and opinions. 

Being alert to emergence:  Be comfortable with not knowing the outcome and be open to new collaborations, new ideas for action and new possibilities for future work together