Chapter 8

Dialogic Leadership

One good conversation can shift the direction of change forever.

—Linda Lambert1

What Do Dialogic Leaders Know That Others Don’t?

The future prospects for humanity diverge greatly depending on what sort of values guide the 21st century.

—Majid Tehranian2

In this final chapter I challenge you to become a dialogic leader and in so doing make the world a better place, not just at work but even more importantly at home and in society.

  • Dialogic leaders realize that the solution is in the dialogue and don’t exclude people or issues from inclusion in the dialogue.
  • Dialogic leaders know when to dialogue and when to communicate and are effective at both.
  • Dialogic leaders aim to achieve optimal outcomes by leveraging their understanding of the dialogue puzzle and are not satisfied with “good enough” outcomes.
  • Dialogic leaders protect against the negative effects of the digital tipping point at work by bringing key stakeholders together face-to-face to dialogue in the right way on key issues whenever necessary.
  • Dialogic leaders at home and in society put in place, reinforce, and respect dialogic behaviors, approaches, methodologies, and processes that systematically encourage dialogue and minimize the effects of dialogue gap and life beyond the digital tipping point.
  • Dialogic leaders have compassion for nondialogic leaders who don’t yet recognize that the solution is in the dialogue and/or lack the requisite skills and experience outlined in this and other ...

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