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Dynamic Dialogue:Practices for Learning fromExperienceB Y M I T C H S A U N D E R S A N D

T O M D A L Y

There are only two sources oflearning: others and experi-ence, writes Russell Ackoff in arecent commentary in Reflections:The SoL Journal. He continues, Alllearning originally derives fromexperience. However, [t]here is

relatively little literature about learn-ing from experience and making itavailable to others in and out of anorganization. The overemphasis onlearning from others worries Ackoffbecause no amount of sharing ofignorance can produce knowledge.

To address this concern, with ourcolleagues Barbara Coffman, MarylizSmith, and Jude Blitz, we haveexplored flexible processes for teams,organizations, and communities tolearn from experience via experientialsimulation and modeling. We havefound that groups can get beyondsharing opinions and actually test andobserve the likely consequences ofproposed ideas, decisions, and actionswithout the use of computers or pro-ficiency with systems thinking. Wecall this kind of experiential learningpractice dynamic dialogue.

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The dictionary defines dynamicsas the physical, intellectual, andmoral forces that produce motion,activity, and change in a givensphere. It is in the full sense of theterm that we define dynamic dia-logue. In dynamic dialogue, partici-pants dont justtalk about thepatterns and energies present in theorganizationtheyenact and experi-

mentwith them, using a wide rangeof methods, activities, and tools.Using dynamic dialogue, teams: Define, reframe, and resolve com-

plex issues and conflicts Design and build breakthrough

models, products, and services Surface underlying assumptions

and hidden agendas for greaterclarity

Appreciate different and evencompeting perspectives

Satisfy the longing for meaningand connection to greater wholes

Move to deeper levels of under-standing and collaboration

Test new ideas to explore the con-sequences.For instance, group members may

act out the various voices in a situa-tion to demonstrate peoples diverseperspectives without becoming over-whelmed by intense emotions. Orthey may use mapping tools, such assimple causal loop diagrams or three-dimensional representations of theirbusiness unit, to help them recognizethe underlying structures and mind-sets that keep them stuck in oldhabits. Through these techniques,teams experiment with innovativeapproaches or practice new behaviorsand see the implications of theseactions for the larger system.

The ProcessesThe principles of dynamic dialogueare readily learned and reproducedin many settings. Essential practicesinclude:

Setting the Group Field.Webegin by creating a common pur-pose, establishing simple groundrules, and emphasizing the impor-tance of suspending individual and

collective beliefs.Drawing out the Voices. In this

step, participants take on the roles ofthe key stakeholders in the system.Group members also listen forghost voicesperspectives held bycontributors who are not present, orvoices that are not recognized by themainstream within the system.Ghosts can also be issues that no oneis comfortable bringing up. Thesevoices are often central to resolving

difficult issues.Simulating Interactions Among

the Parts. Role-playing is a powerfultool for exploring the dynamics in ahuman system. Reenactments ordramatizations allow the group to seehow the organizations parts interactand shed light on the functioning ofthe system as a whole.

Tapping the Vantage Points of

the Four Quarters. To help thegroup identify key features of thesystem, we encourage participants toview the organization from four dif-ferent vantage points: Perspective:What are the differ-

ent beliefs and dynamics at workin the group? What cycles or pat-terns do you see?

Affect: How does this processfeel? What is the essence or gift ofeach voice or part? What feeling

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tion, the capacity to co-create, andadaptability. Big breakthroughs are

less important than evidence ofincreased resilience and creativity.

Distinguishing FeaturesDynamic dialogue employs many ofthe concepts commonly used in orga-nizational development approaches.But typical OD interventions focusprimarily on remediation of currentproblems. In addition to addressingimmediate challenges, dynamic dia-logue offers an opportunity to:

explore all parts of an existingsystem;

examine the functioning and emer-gent nature of the system as awhole; and

generate and experiment withsomething entirely new.For instance, a management

team found itself struggling whenthe charismatic founder announcedthat he was stepping down from hisposition as CEO. The organizationwould have to design and implementa new management structure. Thechange from a system driven by oneperson to one managed by a teamdisrupted relationships among staffmembers throughout the organiza-tion. Conflicting priorities, personal-ity conflicts, and turf-building moveswreaked havoc on morale andproductivity.

The management team used role

plays and built physical models oftheir organization using art suppliesto examine the issues involved inmaking this transition. They foundthat their old patterns of interac-tionwith the executive teamdesigned to check the authority ofthe founderwould not serve themin the future. They realized that theirstruggles went deeper than personal-ity conflicts or the wrong people in

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do you get when you look at thewhole?

Boundaries:What is includedand excluded by this system? Whatis the system protecting? Whathard truths must be spoken?

Purpose:What is this systemdesigned to learn? What seems tobe its purpose? What new capacityis trying to emerge?By inquiring from these distinct

vantage points, participants begin tonotice the impact of the assumptionsthat drive their actions. In surfacing

these previously unexaminedassumptions, group members seehow they themselves have helpedperpetuate patterns of misunder-standing and ineffectiveness.

Testing New Ideas for Ripple

Effects. Most methods for workingwith complex systems break theissues or system into smaller partsand attempt to optimize the individ-ual pieces. The practice of dynamicdialogue focuses on illuminating theincreasing levels of complexity in thesystem and on examining how localactions can have unanticipated con-sequences for the organization as awhole.

Translating Lessons Learned.

As the group members test new waysof being together, they make plansfor how to avoid reiterating previoushabits and to sustain this alteredmethod of working. Key to success is

establishing an ongoing forum forreflection and continued learning.Another important aspect of thisprocess includes sharing learningswith others.

The ultimate objective in workingwith these processes is to enablegroups to deal with complex systemicissues and generate structures forachieving their goals. Indicators ofsuccess include signs of collabora-

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the wrong rolestheir problemsresulted from trying to conform to a

poorly designed organizational struc-ture. This understanding helpedthem to reframe the problem andheal the rifts that had been dividingthem. They then focused on creatingthe kind of management system thatwould position them for future suc-cess.

When team dynamics are illumi-nated, the process often triggers deepemotional responses in participants.Many OD interventions bypass these

dynamics. Alternatively, some facilita-tors steer the group into psychothera-peutic interventions. Either way,many group processes fail to dealproductively with the intensity ofemotional energy often present.

Giving people a time and placeand tools for working with the pow-erful systemic forces and emotionsthat exist allows them to simultane-ously resolve current issues andlearn new practices for integratingemotional energy in healthy ways.These distinctive capabilitiestoboth heal and create anew, and tochannel energy productivelymakeit more likely that teams will gener-ate and share true knowledgeinstead of recycling ignorance.

Mitch Saunders works as a coach withindividuals and groups dedicated tomaking a positive difference in theworld. He is also an innovator in the

domains of leadership, community build-ing, and cross-organizational learning.Tom Daly, PhD, is a coach for leadersand facilitators, and has a passion for

guiding individuals and groups throughtransitions of all kinds.