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• W1570698812 abstract "This paper contains an empirical study about the introduction of dialogue as a new mode of communication in a Dutch capital-equipment manufacturing firm. The goal of the project is to increase levels of self-organisation, self-reference, and self-transcendence in the company. Over a period of one single year three plenary workshops introduced managers into the concepts of Chaos and Dialogue, and seven training sessions were held to let management experience dialogue in small groups, in order to develop some basic competences for using it. All interventions were carried out by an external consultant. The research is assessing the effects of dialogue on individual attitudes and personal initiative behaviour. Basically, it was set up as an evaluation study, carried out by the authors. On the basis of observations and conversations with managers during some initial dialogue sessions, existing behavioural patterns were identified. These served as an operational definition of the company’s dominant culture at the start of the change project. Also, desired behavioural patterns were phrased on the basis of literature about a new point of view called Chaos. These served as an operational definition of the new culture. Finally, some items about personal initiatives were added. These three sets of behavioural patterns were used to develop a questionnaire that was administered three times over a period of one single year. Two groups of managers who were actually involved in the dialogue training served as experimental groups, while two groups of employees who did not get any training served as control groups. Questionnaire data were analysed using statistical Q- and R-analyses, and the results were interpreted and tested against six hypotheses which were based on the theoretical framework. To add more context, open interviews were held with individual managers and employees of both the experimental and control groups. This paper reports in detail on the results of one experimental and one control group. The results indicate that for both the experimental and control group the old organisational mind - that was primarily based on control values - is fading away. At the same time a new organisational mind - based on chaordic values - develops in the experimental group as an effect of the intervention, but lacks to develop in the control group. This study sheds some light on the efficacy of the use of dialogue as a new mode of communication in creating holonic capacity, so that an enterprise is better able to thrive in Far-FromEquilibrium conditions." @default.
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• W1570698812 date "2001-01-01" @default.
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• W1570698812 title "Dialogue for emergent order : an empirical study of the development of the organisational mind in a Dutch manufacturing firm" @default.
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