The dialogic process logic

Summary

This pattern is a simple 4-step process that acts as a frame for most situations where dialogue is needed. Its steps are to: observe, explore, discover potential and concretise. It is a dialogic process logic.

This process logic can be applied to single conversations between individuals and to large-scale societal dialogue processes.

The Problem

It is quite natural that we respond to issues by trying to find solutions or answers right away. Unfortunately, however, this does not work well when we are dealing with problems that are complex in nature. There is a real risk that we miss important perspectives or exclude important voices.

On the societal level, we often see poor decisions being made to solve problems because the underlying issues have not been addressed. On a group level we often see how, because of time constraints, we consider a problem and immediately leap into considering alternative solutions. The same applies to relationships and interpersonal conversations. We respond quickly to an issue, looking for solutions or even somebody to blame for a problem. On an intrapersonal level, it is also quite common that we immediately look for ways to resolve the challenges we are faced with, without taking the time to reflect.

The Pattern

The dialogic way of resolving problems or making decisions involves refraining from the natural impulse to quickly jump from observation to action and to stay with the problem in order to explore what lies beneath it.

The first phase of the dialogic framework is to observe without judgement or evaluation. One can think of this phase as taking stock of the symptoms. 

The second phase involves exploring the causes and the effects of the problem. It also involves uncovering underlying thoughts, habits, emotions, values and beliefs.

The third is a generative phase is often a natural outcome of exploring a problem more deeply. In this phase, we ask ourselves: what potential exists for resolving this problem in a more skilful, more sustainable way?

In the fourth and final phase decisions are made, plans laid out and responsibility for actions are identified. This is the phase in which ideas are concretised and acted upon. 

Inner level

When making your own decisions this 4-step process can be helpful. We often react to something somebody says or decide to do something without a second thought. This frame suggests that instead of acting or reacting, we find the “inner pause button” and reflect on what the problem really is about. This momentary pause and exploration often lead to new possibilities emerging, which in turn leads us to make better decisions. 

The 4-step dialogic frame also encapsulates the 4 principles for dialogue: listen (observe), pause your reaction (suspend), respect and speak your truth. 

Interpersonal level

In conversation with other individuals, the 4-step frame can also be followed when dealing with decisions, considering actions or handling problems and conflicts – in short, any dialogue between individuals.

• The first step is to ask: what do we see? what is happening? Can we describe the symptoms?
• The second step is to stay with the issue and enquire about causes, effects and underlying thoughts, feelings, values and beliefs.
• In the third step, shift into a creative or generative mode:  What is possible? Which connections do we see? Are there any synergies?
• Finally, ask: who takes responsibility for what? Can we take joint responsibility? What needs to be done by whom and when?

Group level

When working with a group or a team the 4-step dialogical frame is the same as that described for the interpersonal level. The only difference is only that more people are encouraged to participate in each step.

This can be done by dividing the group into smaller buzz groups (link) or by keeping the group or team together. In organisations and larger groups, one might need to facilitate smaller working groups. 

Systems-level

The dialogic process logic can be applied, and has proved to be very helpful, when planning and executing large processes dealing with societal problems. 

• The observation phase can take days, weeks or months, depending on the depth of observation one wants. Here one can consider using interviews or meetings with homogenous stakeholders. 
• The exploration phase is usually done with all the stakeholders, following the principle that stakeholders define the (complex) problem together. Of course, one needs to consider who represents the different stakeholders or perspectives. 
• The generative phase follows naturally from the exploration phase and the two are often linked. In this phase, the stakeholders explore what is possible. Which common interests exist? Which new opportunities emerge? 
• The concretisation phase can take different forms. Those participating in the this phase are asked: what action is necessary? When and how will the action be taken? How can it be followed up? What can you take responsibility for? What do others need to take responsibility for? What can the group take collective responsibility for? 

Such large-scale dialogue processes take time and need to be designed carefully.

The Context

This pattern can be applied whenever and wherever dialogue is needed. Generative planning processes, decision-making processes and those involving tension and conflict all benefit from following the dialogic frame suggested here. 

Links

This pattern is a framework for all dialogue. It, therefore, links to all other patterns and not to any pattern specifically.

More

The dialogic 4-step process logic is an adaptation from a linear model based on design thinking that was used by Dialogues earlier on. It is inspired by Rooken Podesta who in turn has adapted it from Otto Scharmer’s theory-U. 

It has been useful in many dialogues on different levels of scale.