Communication works for those who work at it.
—John Powell, Creator of the Five Levels of Communication
Dialogue goes beyond communication to describe a style of conversation that taps into the energy of an organization through shared intention. Jalma Marcus, executive coach and energy healer, shares her perspective on dialogue.
What Is Dialogue?
Dialogue is “a conversation with a center, not sides.” It is a way of taking the energy of differences and channeling it toward the creation of something new. It lifts us out of polarization and into a greater understanding. In essence, it is a means for accessing the innate intelligence and previously untapped power of the organization.
Dialogue is “a flow of meaning.”
Dialogue is “a conversation in which people think together in relationship.” Rather than holding on to their own position, the participants relax their grip on certainty and listen to the possibilities.
Dialogue is “about exploring the nature of choice.”
The intention of dialogue is to reach new understanding and, in so doing, form a totally new basis from which to think and act. In dialogue, problems are not just solved, they are dissolved. The goal is not merely try to reach agreement but to create a context from which many new agreements emerge. By unveiling a base of shared meaning, the group’s actions and values come into alignment.
Dialogue seeks to address the problem of fragmentation not by rearranging the physical components of a conversation but by uncovering and shifting the organic underlying structures that produce it.
Dialogue requires thinking, not just reacting. It requires a deep awareness of personal feelings as well as other’s reactions. Dialogue can be learned. It requires a set of practices based on theory and principles. A “‘practice’ is an activity you do repeatedly to help bring about an experience.”
I would love to hear your comments about this way of exporing dialogue and in the next few weeks we will cover several principles of practice to improve dialogue.
In business, both verbal and nonverbal communication are important. Many people are visual learners and in fact focus on what they see when spoken to. If part of your leadership techniques include focus on your nonverbal communications you are on the right track.
Given the role that nonverbals play in communicating, there is a real need for self-awareness. To facilitate understanding and management of each parts of communication, it is useful to look at the three categories: Paralanguage, Kinesics, and Proxemics.
Paralanguage
Paralanguage is the vocal or tonal quality and pitch as well as the speed and emphasis of our words. It plays a role in face-to-face communication and in telecommunication. Paralanguage is the “how” of our speaking and can be broken down into several areas:
- Increasing loudness or softness and high or low pitch can designate a question or convey emotion.
- Timing variation and changes in pitch can provide emphasize or convey meaning.
- Vocal constriction versus openness can imply tension or emotion.
- Drawling or clipping is evident in various accents, where someone either drags out certain syllables or skips letters entirely.
- Emotion reflects how the speaker’s feelings affects the delivery. Crying versus laughing while speaking will almost always convey a different meaning.[i]
Kinesics
Kinesics is the study of body language. Whether speakers are aware of it or not, their bodies communicate messages. The ability both to manage these messages as a speaker as well as to understand them as a listener is invaluable in business. Effective speaking engages the emotions of the audience, and the use of body language is a powerful aspect of that communication.
A story told about President Franklin D. Roosevelt demonstrates his belief in nonverbal communication. One evening he decided to have some fun while greeting people. Many of them said, “Good evening, Mr. President, and how are you?” to which he responded with a warm smile, “I’m fine, thank you, I murdered my mother-in-law.” Not one person reacted to his comment. It is possible that no one even heard it because his body language was so contradictory to his statement. Because body language is typically unconscious, it is believed to be the most genuine form of communication.
Because body language is based on feelings, it is valuable to read the recipient’s body language when communicating. More important, it is possible to leverage the use of body language as well as other nonverbals to enhance the delivery of a message. A list of the most common body actions that can lead to intended or unintended impressions follows.
- Erect posture. Power, confidence, control
- Two people sitting in similar positions. Harmony, agreement
- Leaning forward. Interest in other, confidence
- Open hands. Sincerity, openness
- Crossed arms. Defense, closed
- Head tilting toward the speaker. Agreement or interest
- Smile. Pleasure, compassion, trust, desire for connection[ii]
There are certainly exceptions to this list, particularly when considering other cultures. It is best to consider body language in combination with cultural behaviors before drawing conclusions.
The use of the hands to guide the eyes is one of the most powerful body language techniques to convey or guide attention.
Proxemics
Proxemics relates to the space in which we operate and its effect on our level of comfort. [iii] There are two general aspects to proxemics:
1. Physical territory, such as the orientation or characteristics of furniture or surroundings, can have an effect on our comfort. For example, a desk facing a window versus a dingy wall can affect a worker’s mood. Or a presentation in a poorly lit room might change the experience of the audience.
2. Personal territory reflects our comfort level in proximity to others. Depending on the level of intimacy, there are basic ranges for each level.
a. Public space. The distance maintained between an audience and a speaker is generally 12 to 25 feet..
b. Social space. The distance between business associates in communication or strangers in public settings is 4 to 10 feet.
c. Personal space. The distance between close friends or family members, or between strangers waiting in line, is 2 to 4 feet.
Cultural differences can lead to variations in these distances. Becoming familiar and respecting these cultural differences will improve cross-cultural relations and build connection. Distances can also vary by gender, age, and personal preferences. Reading body language and observing reactions are the best way to determine the best distances.
[i] “What Is Paralanguage?” www.work911.com/communication/nonverbparalanguage.htm.
[ii] Patricia Ball, “Watch What You Don’t Say,” www.speaking.com/articles_html/PatriciaBall,CSP,CPAE_592.html.
[iii] Mike Sheppard, “Proxemics,” www.cs.unm.edu/~sheppard/proxemics.htm.
Story telling…is one of the world’s most powerful tools for achieving astonishing results. For the leader, storytelling is action oriented—a force for turning dreams into goals and then into results.
— PETER GUBER of Mandalay Enter Group
Storytelling has always been a powerful method for teaching and inspiring. In many cultures, it is the primary method of sharing and retaining knowledge through the generations. It is also an effective way to communicate to various stakeholders at every level of the organization.
A gifted salesperson gains acceptance by telling a story that sets a product or service up as the hero. A manager rallies direct reports to make short-term sacrifices as they work towards a long-term goal. A talented chief executive translates the company mission statement into an emotional narrative that attracts investors and partners while inspiring employees. When a problem arises, it is also a powerful technique for creating calm and inspiring hope.
Four Truths of Storytelling
Unlike fantasy storytelling, the practice in business is built on truth and authenticity. To be effective, the storyteller must be seen as someone with integrity. According to Peter Guber of Mandalay Entertainment Group, there are four kinds of truth found in effective storytelling.
Truth to the Teller
As mentioned earlier, authenticity is critical to the success of the story. The storyteller “must be congruent with his story—his tongue, feet, and wallet must move in the same direction. The consummate modern shaman knows his own deepest values and reveals them in his story with honesty and candor.”
The power of storytelling comes from its ability to tap our emotions. Whether you are aware of it or not, most opinions are formed, decisions are made, and reactions are triggered at this level. So the secret is to get to the heart of the listener. To do this successfully, the storyteller must speak from the heart.
Truth to the Audience
Storytelling may evoke a sense of leisure. However, when using this technique in business, the storyteller must consider that time may be the scarcest resource. So a commitment to efficacy and value is the essence of this truth.
The goal of the process is to induce an altered emotional state. This requires that the storyteller build suspense and stimulate curiosity. The storyteller can take a few steps to assist the process:
• Practice on a group of colleagues who still need convincing. Study the nonverbal responses to detect the emotional power of the story.
• Identify the audience’s emotional needs and deliver with accuracy and integrity. Manage expectations throughout the story, and conclude with an unexpected twist or insight that leaves the audience convinced and delighted.
• Involve the audience in the storytelling experience. Guide the listeners to see themselves as the heroes of the story. Elicit suggestions or strategies as you guide them to your conclusion.
Truth to the Moment
Never tell a story the same way twice. Given the dynamic nature of business, as described in Chapter 1, as well as the audience, an effective story is one that sounds different each time. In addition, the more the storyteller involves the audience, the more unique the process becomes.
There is an inherent paradox here. A great storyteller is both well practiced and flexible enough to improvise. A skilled storyteller can vary the story without “losing the thread of the focus.”
Truth to the Mission
A great storyteller conveys that the mission of the story is greater than the self. To evoke a real desire for change, the storyteller has to weave a tale that advocates for the good of all. This brings passion and emotion to the group to take action.
Even in today’s cynical, self-centered age, people are desperate to believe in something bigger than themselves. The storyteller plays a vital role by providing them with a mission they can believe in and devote themselves to. As a modern shaman, the visionary business leader taps into the human learning to be part of a worthy cause. A leader who wants to use the power of storytelling must remember this and begin with a cause that deserves devotion.
The Heart of Storytelling
Technology has provided many new venues for storytelling. Beyond the physical gathering of people, stories are shared through print, radio, television, and movies.
State-of-the-art technology is a great tool for capturing and transmitting words, images, and ideas, but the power of storytelling resides most fundamentally in “state-of-the-heart” technology.
At the end of the day, words and ideas presented in a way that engages listeners’ emotions are what carry stories. It is this oral tradition that lies at the center of our ability to motivate, sell, inspire, engage, and lead.
The highly technical and global nature of business today presents specific communication challenges. Many companies are hiring top technical and business talent from around the globe and equipping them to work virtually to save on travel. This section discusses some of the challenges confronted by the style of communication and the changing nature of the workforce.
Computer-Enabled Communication
In today’s global economy, many companies are using technology to hold virtual meetings and trainings. Computer-mediated communication (CMC) is the term for using computers to interact through the Internet. CMC comes in many forms, including electronic mail (e-mail), chat rooms, instant messaging, electronic bulletin boards, list-servs, as well as audio and videoconferencing.
A net conference is a conference that is “electronically mediated by networked computers.” Teleconferences are very common applications in companies using Business Intelligence. Video capabilities to share documents are common.
There are some challenges to virtual meetings for obvious reasons. It is not possible for participants to read others’ facial expressions and body language. This fact may limit communication or make some participants less comfortable. Ease with virtual meetings develops over time. A well-trained moderator can greatly enhance the experience.
Communication Challenges for the Technical Professional
In an organization that is Business Intelligence intensive, the largest or fastest-growing sector of the workforce tends to be technical professionals. For a majority of technical professionals, communication in general and with nontechnical people in particular can be difficult, given their specialized education and linear style of thinking. In addition, the influx of persons from other cultures has added to the challenges of effective communication.
The technical skills of a professional are very important to the organization. But the skills to communicate results, explain concepts and concerns, and engage in dialogue with nontechnical workers are equally important. Therefore, it is useful to have a balance of both the technical skills and interpersonal skills.
Technical professionals tend to be task oriented than people oriented. If their focus is on precision and solution, with little concern for dealing with various perceptions or emotional reactions, the true value of their research or analysis may never generate value. At some point, the information must be sold to the business decision makers.
Another challenge is the potential complexity of findings, which may be hard to translate into everyday business language. The ramifications of this complexity of findings on the functioning of a team, department, or organization may be significant, resulting in the loss of the value of the work and the worker.
There may be a desire to overanalyze, seeking higher complexity or perfection. The best analysis may be the one that is simpler and easier to communicate and therefore implement.
Liz Haggerty, program manager for business and manufacturing-process improvements for the Carrier Corporation in Hartford, Connecticut, commented on the importance of communication for scientific and technical professionals:
Scientific and technical professionals need to understand business. We all need to be cognizant of the fact that there are many aspects of business, finance, and marketing that have an impact on what we are doing in our chosen field. We must understand that many people think differently than we do, and we must expose ourselves to different types of training that will help us to communicate more effectively, do a better job of accepting and receiving criticism, and giving feedback to others. We must help scientific and technical professionals see how they fit into the big picture. Training on understanding other and increasing communication effectiveness can be very helpful in broadening the skills of those of us in these professional areas. This is especially critical for those who have ambitions to move up in the organization.
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Innovation occurs for many reasons, including greed, ambition, conviction, happenstance, acts of nature, mistakes, and desperation. But one force above all seems to facilitate the process. The easier it is to communicate, the faster change happens.
—James Burke, Connections
Many leaders have the notion that communication is a “soft” issue, having very little effect on profit. The enormity of communicating in today’s interconnected economy can be overwhelming, given the number of different languages, technologies, industries, and markets across the globe
Consider the experience of a measurement instrument company that hired a consulting company to improve its process of getting new products to market. The research began with a meeting of about 40 senior engineers.
The meeting was designed to gather information from the engineers on what they considered to be the main barriers to getting their products to market. They divided themselves into small groups and began to create lists. Then, as a group, they labeled the barriers as either technical or social.
After tallying the chart scores, they determined that 81 percent of their barriers were social. One manager said, “We’re always trying to take waster out of our technical processes, but in 22 years I’ve been here, we have never even looked at taking waster out of our interactions with people.”
The engineers worked on their communication skills and cut their development cycle in half. The project’s sponsor commented that if they had made these changes five years earlier, they would have saved $50 million.
There are numerous examples of costly failures as a result of poor communication. The Challenger disaster is a tragic example. The banking failures beginning in 2008 can be highly attributed to a lack of information being shared with deserving parties.
Statistics on the success of mergers, acquisitions, and alliances also show that today’s leaders are no better at communicating than they were many years ago. Studies by some of the top accounting firms show that most mergers and acquisitions fail. The average statistics are:
• 60 percent of merged companies lose value after five years.
• 30 percent have no increase in value.
• 10 percent are successful at increasing value.
This is after billions have been spent on Business Intelligence software and hardware systems to connect, integrate, disseminate, and more.
While the risk of this problem is higher in companies involved in mergers and acquisitions, there are similar challenges within more stable organizations. Consider interdepartmental conversations such as the exchange of information, needs, and ideas between information technology (IT) and marketing. Some people experience the other department as speaking a different language.
These chasms of understanding exist between many departments with specialized workers whose thinking patterns may be different. Similarly, important conversations take place with entities outside the organization, such as vendors, suppliers, investors, auditors, and authorities. The style of communication may vary among all these interested parties.
Mickey Connolly and Richard Rianoshek, in The Communication Catalyst, offer a three-part conversational model that is useful for enhancing important activities such as “teamwork, planning, accountability, and learning”:
1. Align. Conversation facilitates the sense of shared purpose, enhances creativity, and promotes smart planning.
2. Act. Conversation clarifies accountabilities and initiates action.
3. Adjust. Conversations evaluate performance and acknowledge successes or launch corrective action.
When these three related elements are effective, work is meaningful, satisfying, and fast. We infuse work with meaning, galvanize teams, and inflame loyalty among customers, employees, and investors. When these elements are ineffective, we decelerate our high-speed ambitions. We render work meaningless, destroy teamwork, and inflame discontent among customers, employees and investors.
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High-quality relationships are the lifeblood of an organization that seeks to leverage complexity and emergent knowledge. Once a set of solid communication practices are in place, relationships begin to form. To use these relationships effectively, however, the dissemination of crucial information, such as the goals of the business and the knowledge needed to attain those goals, is essential. As relationships form through effective communication practices, a culture of mutual respect will emerge.
Shared Goals
Traditionally, goals are shared within functional teams. The overall goals of the organization, however, are less well known. In an organization with a highly interdependent framework, each member of the organization must focus on the overall goal. Since the framework is designed to allow structure and process to emerge, the shared goal of the organization is the unifying force that empowers that emergence.
Shared Knowledge
Sharing knowledge goes hand in hand with shared goals for any organization using a highly interdependent framework. Knowledge shared between teams from different functional backgrounds creates connections that foster cross-functional support while reducing competition and conflict.
Mutual Respect
Highly interdependent organizations thrive on mutual respect. Effective communication practices as well as shared knowledge and goals go a long way to create a culture of mutual respect. Within a respectful dialogue, differences in opinions unleash energy and creativity. Problems are minimized when the involved parties feel respected. This behavior is best learned by watching those in positions of power.
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Listening may or may not be an “act of love” or way to “tap into people's dreams,” but it sure as hell is (1) an uncommon act of courtesy and recognition of worth from which (2) you will invariably learn amazing stuff...and (3) it will build-maintain relationships beyond your wildest dreams.
—Tom Peters, best-selling author
To be a strong leader, you must be able to influence others. In highly complex organizations, everyone plays the role of leader from time to time. And communication is an essential mechanism for the exchange of knowledge and intentions. Mastering the art of listening is essential to the success of all participants in an interdependent organization.[i]
Those who are good listeners greatly increase their influence on others. Although listening is passive in nature, when someone feels heard, he or she feels inspired and validated. Sadly, many leaders fail to listen because they are biased, impatient, bored, or rigid in their views. This prevents the critical exchange of knowledge, insights, and intentions.
Listening skills are rarely taught. Communication training in business schools typically focuses on argument and persuasion. These skills fit the old management model with its top-down, authoritative approach. Managers had little reason to listen. They communicated down the chain of command, and the workers followed orders.
As stated earlier, as organizations embrace new business models, listening is becoming an integral part of the communication process. Two-way interaction helps to clarify and prevent confusion, aid comprehension, and improve connection.
Listening goes beyond just hearing. Hearing usually triggers a reflexive response without any thought or reflection. Listening is deliberate and requires interpretation. A good exercise in listening is to ask recipients to reflect back what they heard.
Bad listeners:
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Interrupt. They are impatient and may like to dominate the conversation.
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Are inattentive. They are easily distracted, perhaps even multitasking.
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Exhibit mind-drift. They are easily bored, perhaps even self-centered.
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Are biased. They have strong marginal views (out of the mainstream), and cannot expand their thinking.
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Have closed minds. They have already drawn a conclusion or stay with their own beliefs.
Good listeners:
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Are quiet. They talk less than the speaker.
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Are patient. They never interrupt the speaker.
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Are unbiased. They avoid prejudgment.
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Are curious. They ask clarifying and open-ended questions.
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Pay attention. They sit attentively, take notes, concentrate.
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Employ nonverbals. They smile, maintain an open posture and eye contact.
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Reflect back. They verify and reinforce what was heard through summary comments.
Skillful listeners are natural leaders in the new business landscape with their ability to influence, engage, and inspire.
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[i] William F. Kumuyi, “Sir, Listen Up!” 2008, http://findarticles.com/p/articles/mi_qa5391/is_200806/ai_n27900527/print?tag=artBody;col1.
High-quality communication comes in many forms, all of which play an important role.
Frequent Communication
Effective communication is necessary to exchange information in highly interdependent organizations. Frequent communications are important for building familiarity and trust, which leads to increased sensitivity and responsiveness.
Timely Communication
Organizations that thrive on turning information into knowledge understand that timing is everything. As speed to respond has grown in importance, delays can lead to waste and increased costs. Timely communication facilitates the smooth transition of information in highly interdependent organizations.
Accurate Communication
In an information-driven economy, accurate communication is essential. However, as an integral part of relational coordination, accuracy often suffers when organizations become more complex and greater speed is encouraged. Business Intelligence systems provide a solid framework to ensure accuracy.
Problem-Solving Communication
Highly interdependent organizational processes can run flawlessly until a problem arises. However, when members of these complex organizations face problems and are not skilled in dealing with them, conflict often arises, leading to blame and loss of communication. Organizations that focus on developing communication skills will benefit from the increased contacts and depth of connection.
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In Information Revolution, Jim Davis, Gloria J. Miller, and Allan Russell discuss the “Seven Realities that Jeopardize Business Survival.” Each reality illuminates the need for new business models as well as styles of leadership. Here is Part II.
Business Reality 4: The Only Constant Is Permanent Volatility
This is a common theme but bears repeating: The company that is most agile and adaptable will gain and maintain a competitive advantage. Instead of just relying on past results to predict the future, companies need to tap into current trends through social networking, Web analysis, and employee feedback.
Business Reality 5: Globalization Helps and Hurts
Globalization presents many advantages, especially to small companies seeking a worldwide presence. Any company that is connected to the Web can strategically partner, outsource, or insource with relative ease. The downside is increased complexity when dealing with international languages, standards, and cultures. Strong communication skills are essential for navigating this terrain.
Business Reality 6: The Penalties of Not Knowing Are Harsher than Ever
In the new era of billion-dollar corporate scandals, personal accountability at the highest levels is not only prudent, it is now legally mandated. The Sarbanes-Oxley Act was designed to systematize ethical behavior. In addition to the need for strong, honest leadership, information systems to handle this complex business data are essential.
Business Reality 7: Information Is Not a By-Product of Business; It Is the Lifeblood of Business
The seventh business reality is a direct result of the first six. Due to shrinking business cycles, level playing fields, changing rules, volatility, globalization, and the cost of ignorance, information has become the lifeblood of many businesses. Today, accurate, accessible, actionable information is necessary to compete in the global economy. There are strong pressures to achieve more results while spending less time and money. Companies need up-to-the-minute information about their customers, suppliers, competitors, and markets.
These realities also point to the need for new business models as well as for visionary leadership. With the complexity of business today, decisioning throughout the entire organization has to operate like a well-oiled machine. The sections to come expand on optimal organizational structures as well as the core competencies, or success factors, necessary to operate at this level.
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In Information Revolution, Jim Davis, Gloria J. Miller, and Allan Russell discuss the “Seven 
Realities that Jeopardize Business Survival.”[i] Each reality illuminates the need for new business models as well as styles of leadership.
Business Reality 1: Business Cycles Are Shrinking
In today’s Web-enabled economy, speed within all parts of the business model is the great differentiator. To accommodate changing markets and consumer preferences, product development and testing that used to take years has been shrunk to months or even weeks. Today, the first to market often enjoys the competitive edge.
This shortened cycle challenges managers to make decisions with less time for consideration or analysis. As a result, they must depend on a combination of accurate, actionable information and intuition. And their decision must be in alignment with the overall strategy of the company.
Business Reality 2: You Can Only Squeeze So Much Juice Out of an Orange
The goal of improving operational efficiency drove a majority of the investment in the last decade. Initially the returns were high and provided a competitive advantage. However, now that enterprise resource planning (ERP) software is available, the field has been leveled. The next step is greater innovation and agility.
Business Reality 3: The Rules Have Changed; There Is No More “Business as Usual”
The days of following a typical path to business success are over. The same factors apply: profitability, customer satisfaction, stakeholder value, and competition. However, the path to success is very different and is fraught with new challenges:
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Mergers and acquisitions have hindered agility and cohesiveness.
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Productivity advancements have increased expectations from both customers and management.
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Advancements in IT have overwhelmed the abilities of some companies to manage and leverage the knowledge.
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The technologies that were introduced as the key to success often failed because the human issues were overlooked.
Stay Tuned for Part II and come back for more business intelligence and change management focused blogs by The OLIVIAGroup! Feel free to comment with questions, insights, or additions to this post. To receive alerts when the next blog is published, click on the RSS feed at the right of the page to subscribe.
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[i] Jim Davis, Gloria J. Miller, Allan Russell, Information Revolution (Hoboken, NJ: John Wiley & Sons, 2006), xv.