Yankelovich, D. (2001). The magic of dialogue: transforming conflict into cooperation. Simon & Schuster.
Daniel Yankelovich’s approach to creating dialogue in meetings is quite revolutionary. His three distinctive features of dialogue can create a safe space that encourages full participation of its members.
- Equality and the Absence of Coercive Influences: We can come to the table on equal footing without the need to persuade others or to win the conversation. All members in the group should be allowed to participate without fear of upsetting those up the chain of command. Each person has a different perspective of an issue and could come up with a creative solution. If a manager pushes an idea to the group, an assistant could point out flaws within her plan. For example, as an Equity Adviser in my department, I’m tasked with creating an effective recruitment strategy to reach candidates from underrepresented groups.
- Listening with Empathy: By listening with empathy, I’m able to see the perspective of others with whom I may be in conflict. For example, when council members disagree with me during a meeting, I must listen with empathy and without judgment. This allows for shared meaning to happen. I remind the group of my efforts to stay focused on the positives during each meeting, which helps me participate without resentment. With this approach, I’m pointing fingers at myself, not at them.
- Bringing Assumptions into the Open: This is harder because feelings can get hurt. If I bring up my own assumptions that reveal my vulnerability, others might feel safe to do the same. When I co-moderated a discussion about racism after sharing a video I created, it encouraged others to reveal their experiences with racist imagery. We all became human and acknowledged the impact media has on the way we interact with others.
These three factors can transform conflict into communication by creating healthy boundaries in which to operate. If we treat each other as equals, we might feel empowered to participate with authenticity in a meeting. Equals can speak up and be heard by the group.
Members should feel free to share their assumptions with respect and restraint. Meetings are not meant to function solely as a complaint session. Staying true to the overall objective of the group, the department, and the organization can redirect some of that energy. We can start cooperating as one body, not fighting for individual rights. There needs to be a balance.
L2: Demonstrate the ability to assess complex organizational environments and achieve communicative goals.
L4: Apply communication-centered scholarship to strengthen communication effectiveness.
D1: Iteratively develop inter-professional leadership competencies.
D2: Utilize communication to embrace complexity and difference.
Keywords: organizational leadership, assumptions, dialogue, safe space, empathy, assumptions
