Développement Dialogique de l'Organisation

Comment les organisations se développent ?

Nous avons traditionnellement abordé le changement dans et de l’organisation de façon objectif et a partir de la ‘diagnose’, ce qui signifie qu'un consultant fait l’analyse des ‘problèmes’ au sein de l'organisation, définit les causes et propose ensuite des solutions et le processus (étapes) de changement pour mettre en œuvre ces solutions. Cela suppose qu'il existe quelque chose comme un ‘problème objectif’ et qu’il y a ‘une solution adaptée’ et une méthodologie adaptée. Mais vous pouvez également voir le changement dans une organisation comme le résultat émergeant du dialogue entre tous les stakeholders, comme alternative au ‘changement planifié’. Changement comme une culture dialogique et non pas comme des étapes prédéfinies. L'idée est que l'ambition partagée, les pratiques organisationnelles et les solutions aux problèmes émergent du dialogue qualitatif entre toutes les parties prenantes. Et le consultant facilite ce dialogue et soutient le processus dans lequel ces parties prenantes s'engagent dans ce dialogue significatif. Et donc le consultant n’est pas le fournisseur des solutions.

"Dialogic Organization Development is a compelling alternative to the classical action research approach to planned change. Organizations are seen as fluid, socially constructed realities that are continuously created through conversations and images—change happens when those conversations and images change. Leaders and consultants can help foster, support, or accelerate the emergence of transformational possibilities by encouraging disruptions to taken-for-granted ways of thinking and acting and the use of generative images to stimulate new organizational conversations and narratives. Dialogic OD is a different mindset, but it’s also the previously unrecognized underpinning of a diverse array of change methods, such as Appreciative Inquiry, the Art of Convening, Open Space Technology, and many more". (from Editor's Website)

Dialogic OD

bushe-marshak In this edition of the OD Practitioner, Gervase Bushe and Robert Marshak, together with a number of renouned OD practitioners draw a status of our current thinking in OD and more particularely the evolution of a DIAGNOSTIC towards a DIALOGIC approach. That doesn't mean that gathering data, or analysing issues suddenly became 'not done' anymore, but that we realize that it's not an objective analysis done by a team of experts or consultants but that it is the result of 'meaning-making' and the relational practice of all those involved in the organization. Not an OD consultant, not a management team, but the whole social system of the organization is involved in meaning-making and creating the future functioning of that organization as a relational system. Appreciative Inquiry is one of the possible methodologies used in Dialogic OD together with Large Group Interventions such as Open Space and Future Search.

Source : Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization Development Network. Vol. 45, n° 1.

A few more articles on the concept of Dialogic OD are listed below :

G. Bushe & R. Marshak., (2013). Dialogic Organization Development. In : Jones,B. & Brazzel, M. (eds) The NTL Handbook of Organization Development, 2nd Ed.
G. Bushe & R. Marshak., (2009). Revisioning Organization Development. Diagnostic and Dialogic Premises and Patterns of Practice. The Journal of Applied Behavioral Science. Vol. 45, N° 3
G. Bushe., (2012). Propositions about Transforming Organizations Through Dialogic OD. Toward aDialogicOD Theory of Practice –Draft 9/29/2012
NTL (2010). Practising Social Change. Practitioner’s journal of The NTL Institute for Applied Behavioural Science. Issue 2.
Bushe, G.R. (2011) Appreciative inquiry: Theory and critique. In Boje, D., Burnes, B. and Hassard, J. (eds.) The Routledge Companion To Organizational Change (pp. 87103). Oxford, UK: Routledge.