Creating Spaces for Dialogue: A Tool for Real Change
This article is based on a blog post by Rob Corcoran.
As we navigate complex social issues, it’s easy to feel overwhelmed and unsure of how to move forward. But what if there was a tool that could help us have honest, productive conversations that lead to real change? That tool is dialogue.
In 2001, the University of Michigan published Intergroup Dialogue: Deliberative Democracy in School, College, Community and Workplace, which highlighted the role of dialogue as an essential tool for healthy democracies. One chapter, written by Karen Elliott Greisdorf, explored the Initiatives of Change program Hope in the Cities in Richmond, VA, and its approach to “honest conversation.”
Honest, inclusive dialogue is one of the four principles teams employ in at least a dozen countries with Initiatives of Change International’s Trustbuilding Program. As Rob Corcoran writes in his book Trustbuilding, An Honest Conversation on Race, Reconciliation, and Responsibility (University of Virginia Press), true dialogue, or honest conversation, “is more than a tool with which to exchange information. It can lead to transformation in individuals, in relationships, and–if sustained–to change in society. It moves us to action because it touches us at our deepest point of motivation. When we experience dialogue at this level we respond and behave differently. We relate to other people differently and choose different priorities in our lives. Our friendships, our interests, and our worldview are all deeply affected..”
But how do we create conditions for such a dialogue? How do we prepare facilitators to create a space where truly honest conversation can occur?
In his recent blog, Corcoran lists 12 things to keep in mind:
1. Participation
Who is the dialogue for? Who needs to be at the table for it to be effective?
2. Invitation
How will we invite individuals to join the dialogue? How will we make them feel welcome and their contribution valued?
3. Location
The physical space in which the dialogue occurs is important. It should be an environment where people feel comfortable.
4. Destination
The first conversation focuses on purpose. Why are we here? What do we hope to achieve?
5. Formation
The second task is to form a container to hold the space for a productive dialogue. The group decides how it will hold itself accountable.
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6. Exploration
Dialogue is a journey of exploration. Facilitators leave their own opinions at the door.
7. Observation
A vital role of the facilitator is to observe the group dynamics.
8. Interpretation
The facilitator tries to make sense of what they are observing and hearing.
9. Intervention
At some point, the facilitator may need to decide whether and how to intervene while keeping ownership in the hands of the group.
10. Duration
The best dialogues continue over several sessions.
11. Celebration
At the conclusion of the dialogue, celebrate what has been achieved.
12. Evaluation
Some form of evaluation is helpful.
Corcoran writes in Trustbuilding: “Insight, new relationships, and commitment to action: these are the fruits of good dialogue. Such dialogues create space where people feel able to express their deepest emotions, listen carefully and find the courage to shine a spotlight on their own responsibility for change instead of accusing others.”
In training facilitators, the aim is not just to create experts but to develop leaders who will maintain relationships and sustain the process. “There are no quick fixes on the road to building trust. This cannot be done on the cheap, and it will not be comfortable. But the needs of our communities are too urgent to allow historic wounds and fear to continue to divide us. We need honest conversation.”
Let’s create spaces for dialogue that lead to transformation and change.