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Posts with the Tag “organizational development”

Six Tools for More Effective Nonprofit Board Meetings

In this paper, Dr. Rick Lent of Brownfield & Lent provides directions for six tools that he finds particularly useful in improving the effectiveness of board meetings in nonprofit organizations. All meetings have structures that influence which participants speak, how they sit, how time is managed, how thoughts are shared, and how decisions are made. People act as they do in a given structure because that’s what makes sense to them to do—without even thinking about it. Most structures go unnoticed even as they influence the way […] (continue)

Civic Dialogues on Sustainability: Business Briefing and Best Practices Guide

Businesses have traditionally played little role in civic dialogue, but their involvement can help advance issues. The Network for Business Sustainability (NBS) has recently published two reports, written by Dr. Thomas Webler, that identify the potential for business involvement in civic dialogue. The reports are aimed at a business audience, and can serve to introduce businesses to civic dialogue concepts. We hope that they will also be useful for anyone seeking to understand business perspectives or the value of engaging businesses in dialogues.  The reports […] (continue)

Using Dialogue Then Deliberation to Transform a Warring Leadership Team

This case study is on the use of dialogue then deliberation to transform organizational cultures. The authors are John Inman (the consultant) and Tracy A. Thompson, Ph.D. a professor at University of Washington. This case study was published in OD Practitioner in the Spring of 2013. You can reach John Inman at john@johninmandialogue.com and Tracy Thompson at tracyat@uw.edu. The new organization normal is complexity, uncertainty, and ambiguity. Old paradigms or mindsets of leadership based on positivist and linear approaches to problem solving worked well in […] (continue)

Transformative Scenario Planning: Working Together to Change the Future

This 2012 book by Adam Kahane of Reos Partners was published by Berrett-Koehler (San Francisco). People who are trying to solve tough economic, social, and environmental problems often find themselves frustratingly stuck. They can’t solve their problems in their current context, which is too unstable or unfair or unsustainable. They can’t transform this context on their own—it’s too complex to be grasped or shifted by any one person or organization or sector. And the people whose cooperation they need don’t understand or agree with or […] (continue)

Dialogue and Deliberation as Expressions of Democratic Leadership in Participatory Organizational Change

This resource was submitted via the Add-A-Resource form by NCDD member Joe Raelin, author of the article and Knowles Chair of Practice-Oriented Education professor at Northeastern University’s Center for Work and Learning.  His work can also be found at www.leaderful.org. The purpose of this article is to make the case that democratic leadership, referred to as “leaderful” practice, should be the fundamental form of leadership that characterizes participatory organizational change. The article appeared in the Journal of Organizational Change Management, Vol 25, No. 1, 2012. From the author… I […] (continue)

Dialogue & Deliberation Methods

Written by NCDD director Sandy Heierbacher to expand upon the text on our “What Are Dialogue & Deliberation?” page. This resource provides enough details to enable you to decide which of these leading dialogue and deliberation methods you should learn more about. In addition to looking at which methods fit your intentions, you will need to consider which methods are aligned with your resources, timeline, and the people you feel need to be involved. The text below is drawn from NCDD’s Engagement Streams Framework. AmericaSpeaks […] (continue)

The Leaderful Fieldbook: Strategies and Activities for Developing Leadership in Everyone

The flattened network world demands a new type of leadership: one that is collective and collaborative, where solutions and vision are co-created by everyone. Although foreshadowed in Joe Raelin’s Creating Leaderful Organizations, the practical application of collective leadership remains a mystery to many practicing managers and professionals. (continue)

Reflective Panel

NCDD has run “Reflective Panels” at most of our national conferences. The Reflective Panel is the closest we come to a “keynote speech” at NCDD conferences, enabling conference participants to hear from figureheads in our field without enduring long speeches with no dialogic quality to them. Unlike traditional “talking head” panel presentations, conversation in this space flows among the panelists without long monologues.  The format is designed to build collective intelligence while honoring and modeling the spirit and power of dialogue. (continue)

Technology of Participation (ToP)

Technology of Participation (ToP®) is a collection of highly practical group facilitation methods developed by the Institute of Cultural Affairs (ICA). ToP consists of methods that enable groups to (1) engage in thoughtful and productive conversations, (2) develop common ground for working together, and (3) build effective short- and long-range plans. The ToP methods grew out of ICA’s work in community and organizational development around the world. ICA developed and tested the initial forms of these processes in the early 1960s in a new style […] (continue)

Endorsers of the Core Principles for Public Engagement

We were thrilled at the amount of involvement AND the amount of support the Core Principles for Public Engagement project received from our community. The following organizations and individuals have endorsed the collaboratively-created Core Principles for Public Engagement. Email Sandy Heierbacher, NCDD’s Director, at sandy@thataway.org, if you or your organization would like to endorse the principles as well. View the Core Principles at www.ncdd.org/pep or download the full PDF principles document, which includes details about how the principles were developed, a partial list of endorsing […] (continue)

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