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Dialogue as the language of change: ...

Hillmer, Barbara Hoehn.

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Dialogue as the language of change: An examination of the discourse of organizational dialogue.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Dialogue as the language of change: An examination of the discourse of organizational dialogue./
作者:	Hillmer, Barbara Hoehn.
面頁冊數:	191 p.
附註:	Source: Dissertation Abstracts International, Volume: 58-10, Section: A, page: 3773.
Contained By:	Dissertation Abstracts International58-10A.
標題:	Business Administration, General. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9811307
ISBN:	9780591620337

Dialogue as the language of change: An examination of the discourse of organizational dialogue.
Hillmer, Barbara Hoehn.

Dialogue as the language of change: An examination of the discourse of organizational dialogue. - 191 p.

Source: Dissertation Abstracts International, Volume: 58-10, Section: A, page: 3773.

Thesis (Ph.D.)--University of Kansas, 1997.

In contrast to the traditional view of communication as a tool in the organizational change process, the theory and practice of dialogue is an approach that views communication as the creator of change. Dialogue seeks to help individuals explore the collective nature of thought, inquire into underlying assumptions, and learn to appreciate the validity of a variety of perspectives. The constitutive role of language is highlighted as a way change is accomplished through reframing, particularly through linguistic reframing devices.

ISBN: 9780591620337Subjects--Topical Terms:

1017457
Business Administration, General.

Dialogue as the language of change: An examination of the discourse of organizational dialogue.
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245 1 0 $a Dialogue as the language of change: An examination of the discourse of organizational dialogue.
300 $a 191 p.
500 $a Source: Dissertation Abstracts International, Volume: 58-10, Section: A, page: 3773.
502 $a Thesis (Ph.D.)--University of Kansas, 1997.
520 $a In contrast to the traditional view of communication as a tool in the organizational change process, the theory and practice of dialogue is an approach that views communication as the creator of change. Dialogue seeks to help individuals explore the collective nature of thought, inquire into underlying assumptions, and learn to appreciate the validity of a variety of perspectives. The constitutive role of language is highlighted as a way change is accomplished through reframing, particularly through linguistic reframing devices.
520 $a This study examines the discourse of an organization's dialogue intervention to determine the content and framing devices used, how these changed over time, and how content and framing device use were related. Transcripts of the discourse of three cross-sectional groups (25-30 employees) of a state-run veterans' home provided the data. Analysis was conducted using grounded theory, with content, process, and additional framing device categories emerging from the data.
520 $a Results showed that dialogue discourse focused on the work atmosphere, how work was structured, communication, interaction, and relationships with peers, superiors and subordinates, and the change process. Talk about these issues evolved, as topics shifted and themes changed over time. Proposed framing devices and two additional devices, internal and external locus of control, and inclusion/exclusion were identified. Important framing devices were metaphors, dialogue jargon, stories, contrast, locus of control and inclusion/exclusion. Changes in the use of dialogue jargon closely paralleled changes in content and group process. The locus of control frame depicted a core dichotomy as to whether responsibility for action was primarily internal or external, and gradually shifted toward internal.
520 $a Findings indicated that themes reflected classic organizational communication issues and changes over time reflected characteristics of classic group phases. Changes in content and framing devices generally followed an elongated U pattern, moving from problem delineation, through negative emotional tenor and venting, and toward increased exploration into system aspects of issues. Changes in content and framing devices used can be viewed as partial evidence of progress toward stated goals and initial steps toward dialogue. Implications for organizational practice and research, and suggestions for future research are provided.
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