“Dialogue is not the same as negotiation…All the executives interviewed agree that dialogue is a vital kind of human interaction and that its presence or absence is critical to business success or failure…The seven Deep Dialog drivers [are] as follows:
1. Bridging begins with an openness to differences…
2. Bonding starts with a person seeking and beginning to find personal chemistry, with limited initial trust. At subsequent stages, trust and respect grow, as does compatibility…
3. Banding, in its initial stages, involves less ‘I vs. you.’ Later, the use of ‘we’ begins to prevail and people begin to share a vision and engage in team thinking…banding is a key indicator of good relationships with customers, where they feel the vendor is ‘on their side.’
4. Blending begins with a co-learning orientation that may come initially from brainstorming, but more likely is born of merging different views and coming up with ideas neither side had alone…
5. Bounding represents a concern with focus and finding a common direction. This can lead to seeking doable initial projects, as well as understanding or revising the boundaries of cooperation…
6. Binding involves a joint commitment and a future orientation with the different dialogue partners, each of whom accepts a stake in achieving the shared objectives…
7. Building is a joint implementation through collaborative social architecture, i.e., a shared vision and mission, with shared governance or leadership process, a shared strategy, and shared operating cultures, with structures for easing implementation.”
Author: Howard V. Perlmutter
Source: Optimize Magazine
Subjects: Management, Organizational Behavior
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