Customer Reviews

Dialogue: The Art Of Thinking Together

5 star:		(11)
4 star:		(4)
3 star:		(1)
2 star:		(2)
1 star:		(2)

 

 

Dialogue

According to the subtitle, Isaacs provides "a pioneering approach to communicating in business and in life." This he does with insight and eloquence. There is a great need for what this book provides, especially now as organizations are (finally) beginning to appreciate the importance of supporting (indeed nourishing) the personal as well as the professional development of their "human capital" The word "dialogue" denotes conversation between two or more persons. Moreover, the original meaning of the word "conversation" is to turn around, to transform; later, the word's meaning evolved to "living, dwelling, and associating with others." Today, most of us think of conversation as "talk." Some of us think of it as a "lost art." Isaacs obviously has both words clearly in mind as he introduces his "pioneering approach." His purpose is to explain HOW effective dialogue, dialogue which is "about a shared inquiry, a way of thinking and reflecting together", can increase and enhance human dignity and understanding. How important is face-to-face communication? My own opinion is that it is more important now than ever before. However, again my opinion, the quality of face-to-face communication has rapidly deteriorated in this age of high-speed electronic "connectivity."

Isaacs' book is organized into five "Parts": What Is Dialogue; Building Capacity for New Behavior (ie listening, respecting, suspending, and voicing); Predictive Intuition; Architecture of the Invisible; and Widening the Circle. several For me, one of the most important of Isaacs' themes is so obvious, so simple: Show your respect for others by listening carefully to what they say. Dialogue worthy of the name is based on mutual respect. Hence the importance of attitude. Dialogue worthy of the name requires mastery of certain skills which can be taught. Isaacs provides all manner of practical suggestions as to HOW (a) to establish the proper attitude within any organization and (b) to strengthen the specific skills needed to sustain that attitude.

Near the end of his brilliant book, Isaacs observes: "Dialogue enables a `free flow of meaning,' which has the potential of transforming the power relationships among the people concerned. As this free flow emerges, it becomes quite apparent that no one person owns this flow and that no one can legislate it. People can learn to embody it, and in a sense serve it. This is perhaps the most significant shift possible in dialogue: that power is no longer the province of a person in a role, or any single individual, but at the level of alignment an individual or group has with Life itself." If the comments expressed in this brief excerpt speak to your own needs and/or the needs of your organization, you don't need my endorsement. You already know what to do: Buy the book.

When this book arrived on my doorstep, I tore into it as I usually do with nonfiction books of great interest: I read the first and last chapters, dove by intuition into various middle points, eyeballed the diagrams, and sighed. No quick read, here. This was going to require full attention, and a willingness on my part to 'walk' with the author through his description of that most familiar and elusive phenomenon, dialogue.

It has been well worth the walk.

Isaacs both knows his stuff and has done his homework. He participated with David Bohm and others in the early dialogue sessions, and remais quite true to the spirit and intent of Bohm's work. He also brings depth of experience with subsequent dialogue work, and breadth of supporting ideas from eclectic sources to his description of the practice of deepened and enriched conversation. Few have experimented with dialogue in as many settings, and few have linked this current practice with as many related disciplines as Isaacs has.

To me, Isaacs presents dialogue as a world view, moreso than a set of conversational skills and techniques, remarkable moments in communication, group pain relief, or organizational change practice (as I feel other authors have done). Yet dialogue may play an important role in all of the above, and he does offer practical examples and approaches to try.

As practitioner, researcher, and occasional critic of dialogue, I appreciated revisiting its deeper roots. I particularly liked the discussion of dialogue and the senses of seeing and hearing. I hadn't thought of listening as geographic, before! Nor had I thought of 'participation' in quite the way he describes. At several points, I found it helpful to stop, put the book down, and think through the implications. (Indeed, I may be a little slow, but even so, I recommend you read this book reflectively!)

I recommend looking over the diagrams in the appendix, pp. 418-420, and keeping finger or handy Amazon.com bookmark there for frequent reference as you read. I discovered them rather late, and wished I'd gotten to them earlier. They provide the map as you follow Isaacs rather deep into the territory.

There are many gems throughout for learning and reflection. Read, reflect, and be enriched!

Dialogue; traced to its Greek roots is a flow of meaning, an ability to take many different issues and opinions to a table and create something completely new out of the process. Communication is the center of our culture as human beings, yet we rarely make time for true communication in our society today. As a person that feels as if there is something missing in the conversations I hold in my life and in my career I found this book to be very insightful. I gained an understanding of my frustrations, some skills to apply, and a look at the direction in which I want to go in the future. As it is a complex book that applies to every part of my life (and yours!) I have chosen to simply include a few of my favorite quotes.

"Respect also means honoring people's boundries to the point of protecting them. If you respect someone, you do not intrude. At the same time, if you respect someone, you do not withhold yourself or distance yourself from them. I have heard many people claim they were respecting someone by leaving them alone, when in fact they were simpley distancing themselves from something they did not want to deal with. When we respect someone, we accept that they have thinks to teach us."..."Treat the person next to you as a teacher. What is it that they have to teach you that you do not now know? Listening to them in this way, you discover things that might surprise you."..."Respect is, in this sense, looking for what is highest and best in a person and treating them as a mystery that you can never fully comprehend. They are a part of the whole, and, in a very particular sense, a part of us." - PP 114-117

"Every conversation has its own acoustics. Each one takes place in an environment that has both physical, or external, dimensions as well as internal, or mental and emotional, dimensions. There is, in other words, an invisible architecture to the container. Most such structures are made for discussion, for thinking alone. We have very few designed for thinking together, for dialogue." - P 247

This is my favorite quote in the entire book, I see it in my relationships with the world each and every day: "The Internet can be seen as the attempt of your literate and isolated culture to somehow return to community. People seem to imagine that if we are all digitally connected, then we would all be in touch, and the great malaise of the age - the isolation, pace, disconnection that many of us feel - would be allayed. But so far the digital revolution is giving us connection but not contact"..."one simple touch of a human hand could far exceed all the impact of all the digital libraries in the land." - PP 388-389

This is the most powerful book that I've read in years. The depth of understanding on how to create powerful, meaningful conversations at work, home and in all relationships is here. We are in a society and environment where things are moving so fast that we have lost the patience and trust for carrying on meaningful conversations. Instead we have ping pong ball conversations that barely get below the surface to deep, common insight. Then we try to solve the problem without having agreement of what the problem is. Read this book and understand this lost and important art of dialogue, the art of thinking together.

I gave up on this book about 50 pages from the end. It seemed like the more I read, the more tedious it became until it felt like masochism to continue. I think a previous reviewer made a definite understatement by saying that this book needs an editor. Quite honestly, I have rarely encountered a book so disorganized as this one. It seems like the author has a hard time telling apart the essential from the superfluous, and so he indulges in endless anectdotes that contain little more than truisms, presents complex concepts with long, drawn-out prose when they could have been more efficiently communicated with tables and graphs, and repeats the same ideas again and again using slightly different wording. I wonder if this book was meant as advertising for the author's services, because otherwise it would have been about a fifth as long and would have suggested procedures and excercises allowing the reader to learn and apply dialogue from his own experience, not the author's. I hope there will be other, more successful attempts to apply David Bohm's and Peter Senge's theories to the field of organizational dialogue.

Isaacs book is at once highly readable, pleasant, challenging, thorough, and dense. The author brings together theoretical works from physics, linguistics and psychology to assess modern communication problems and how, through dialogue, those problems can be overcome. He also uses many of his own experiences and case studies to show how dialogic approaches have helped resolve serious differences between groups in the private and public sectors. This book not only offers us the opportunity to reflect on our own mindsets and practices, it also provides useful frameworks and strategies for those compelled to help groups resolve differences. As someone seeking leadership positions in education, this book will always be kept close at hand.

Isaacs describes the four pathologies of thought as abstraction, idolatry, certainty, and violence. When we engage in abstraction we separate the parts from the whole and treat them as if they are separate when, in fact, wholeness (interconnectivity and interrelatedness) is a condition of the parts. Idolatry is a problem of memory. It is the acceptance of the false gods or images that we unquestionable accept to guide us in the way we operate, and which blind us to other possibilities. (p.59) Our certainties limit our capacity to think and reflect. We cant learn when we are certain. Violence refers to our tendency to assert and defend our certainties, our views of the world, at the expense of the thoughts of others. Thought that imposes or defends is violent. It applies forces to try to make someone different. (p.68) What is most interesting about Isaacs pathologies is that they call into question those habits and ways of thinking that we generally consider to be necessary for self-actualization. Perhaps too many of us have come to be consumed by these pathologies. Perhaps, when people have to work together to resolve dilemmas, these pathologies are at once magnified and amplified creating a context in which truths are subverted and humane change is ultimately averted.

The challenge for individuals and groups is less to dispense with these pathologies than it is to recognize and control them. Here, dialogue serves a necessary social function. The problem is that, for whatever reason, dialogue (a conversation with a center, not sides, p.19) as a theory is not widely understood, and as a practice is not common to most relationships, public or private. For each pathology of thought Isaacs describes a countervailing principle of dialogue  participation, unfolding, awareness, and coherence. Dialogue taps these principles as critical resources. They are no less necessary to self-actualization than our pathologies, but perhaps because individualism pervades the western consciousness, they are less apparent. Participation refers to the notion that we are a part of the world and the world is a part of us. Unfolding is the gradual process of learning to tell the truth. (p.63) Awareness is the ability to suspend our certainty. Coherence is the process of seeing oneself in others and others in oneself. We participate when we listen, we unfold through voicing, we become aware by suspending our certainty, and we seek coherence through respect. To each of these principles and practices, Isaacs devotes an entire chapter all written, it would seem, to invite reflection and reading aloud to close friends or colleagues.

So how do we turn all these nourishing ideas into food for change? We develop our ability to understand what is happening as it is happening (our predictive intuition). We seek new patterns of action by speaking about what we know while inquiring into what we dont know (balancing advocacy with inquiry). We learn to identify and discuss the contradictory forces (structural traps), which inhibit our ability to seek and act on shared realities. We learn to develop and support cultures that produce energy, possibility, and safety. (I believe that Isaacs uses the term container as a synonym for culture.) Central to the development of such a container are the practices of listening, voicing, suspending, and respecting. In this environment, leaders can help groups navigate through the fields of conversation (there are four) to achieve reflective, if not generative dialogue. Isaacs description of the four fields of dialogue represents a useful model for anyone interested in analyzing and redirecting their professional or personal conversations. He argues for the importance of dialogue in a democracy and in our organizations (we cannot adapt and change without an open system approach to communication), and he provides practical advice and strategies for cultivating dialogue in our society, and within an organization.

This is a book for anyone seeking personal growth and for any citizen or employee who believes that the quest for a more humane world can be achieved through our collective intelligence, or perhaps more significantly, for anyone who needs to see the potential of authentic communication.

Communication, or the lack of it, seems to be the biggest challenge of the 21st Century. Meetings are often a waste of time, because people are not thinking together. The author says not thinking together is just sharing memories and prejudices. This book will be a communication handbook for many leaders in 2000+.

This is a remarkable book that explains why I had failed over the years to reach satisfactory agreements with labour unions. For over a decade, I worked as an HR Manager and dealt with Labour Unions intensively to reach collective bargaining agreements that affected thousands of people. I wished I had known then the four principles and practices laid out in the book. It would have helped me carry out more dialogues and avoided me the pain of endless discussions, sterile debates and heated arguments in which I found myself throughout the years. A book that is written by a man full of experience in this field of knowledge. A book written in a language that is easy to understand and full of real life examples. This is a book that has inspired me to look more often inside myself to better assess the quality of my inner conversations before engaging myself with outer conversations.

To many hard core business types, the idea of sitting around talking with each other for the purpose of identifying common ground would probably sound a little too soft for their liking. If not handled properly, it most likely would.

However, when handled in the way described in this book by William Isaacs, the founder of the Dialogue Project at MIT, it works. As Peter Senge (author of The Fifth Discipline) says in the foreword to Dialogue and the Art of Thinking Together, "in almost every (business) setting where practices of dialogue have become embedded and part of everyday routines, the ensuing changes have become irreversible . . . . Once people rediscover the art of talking together, they do not go back."

Based on a simple set of core skills or practices--listening, respecting, suspending (judgment), and voicing (speaking authentically)--true dialogue often has a profound impact on the quality of the interaction amongst those who are willing to engage in it.

This book is full of practical examples of what to do, how to do it, and what happens in high stakes business settings, like labor-management negotiations, and other less stressful situations when you do.

I have used the principles in this book successfully for many years with clients and students to create breakthroughs in business and education.

I highly recommend it.

Robert E. Levasseur, Ph.D., author of "Breakthrough Business Meetings: Shared Leadership in Action"

Isaacs offers alternatives to edicts, confrontations, arguments, debates. He uses anecdotes and metaphors to make his points memorable, often vivid or amusing. He makes how-to-do-it understandable. His most important points are simply stated:
* Listening
* Respecting
* Suspending Opinion
* Voicing
I would add empathy to this list. When empathy is present, dialogue arises naturally. This omission is my only reason for only four stars.

An extract: "The heart of dialogue is a simple but profound capacity to listen. Listening requires we not only hear the words, but also embrace, accept, and gradually let go of our own inner clamoring. As we explore it, we discover that listening is an expansive activity. It gives us a way to perceive more directly the ways we participate in the world around us... This means listening not only to others but also to ourselves and our reactions."

Isaacs points out that while we may work hard in preparing to speak, we do not work equally hard in preparing to listen. The listening element of dialogue cannot be overemphasized.

William Isaacs is to be commended for giving us a fundation upon which to reach through the common barriers of temperament mismatch. Dialogue is the art of relaxing our hang-ups (and biases) to the point where we hear eagerly and naturally think of extensions to what others are saying. In searching for truth, we can then reply thoughtfully instead of defensively, and this encourages responses in kind. Dialogue also works between and among nations. Dialogue is needed more than ever in our times where humanity has achieved the capacity to make itself just another extinct species. William Isaacs is my guru for dialogue.