Dialogic group coaching – inspiration from transformative mediation

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to present an approach to group coaching in the workplace that can enhance shared learning in groups and teams through dialogue as opposed to group members' individual positioning through discussion and debate. Design/methodology/approach -An action research project conducted throughout one year in collaboration between the management groups of the Elderly Care in a Danish municipality, two organizational consultants and two researchers from the Department of Communication and Psychology at Aalborg University. The dialogical approach to group coaching is developed in the interaction between dialogue theory and the performance and close analysis of 12 video-taped coaching sessions with four management groups. The development of the dialogic group coaching concept is further supported through common reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews, reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews. Findings -The non-directive approach of dialogic group coaching is inspired by Transformative Mediation. This approach includes a focus on empowerment and recognition within the group in terms of promoting common reflection and learning. This also appears to diminish conflict talk and conflict-based relationships. Further, the dialogic approach emphasizes the importance of a coaching contract to create a common basis for reflection and action, which is found to reduce individual positioning. Originality/value -The paper develops a dialogic concept of group coaching in theory and practice, while focusing on the learning processes and development of the participating management groups.

Dialogic Development in the Situational Leadership Style

“…To get a true sense of the concept of dialogic development, one can look at different fields of study (e.g., organizational development, psychology, and education) that utilize the dialogic technique quite extensively. The dialogic approach looks at each situation differently and is non‐symmetrical, focusing on equality in the relationship more than on the authority of the leader (Alro & Dahl, ). In the dialogic concept, one person does not always make the decisions or draw conclusions.…”

“…where communication is open, concerns and thoughts are expressed freely, and mutual understanding can become the norm within any organization. (Alro & Dahl, 2015b). In the dialogic concept, one person does not always make the decisions or draw conclusions.…”

“…In the dialogic concept, one person does not always make the decisions or draw conclusions. Dialogic development can be viewed as a container in which preconceptions, prejudices, and emotions can be put away, which allows for new ideas and discussion in an open manner (Alro & Dahl, ).…”

“…However, this can be achieved by providing clear guidance and allowing groups to make decisions and take action on their own, which is clearly more hands‐off (Schermerhorn & Bachrach, ). The leader can work to create an environment that encourages open discussion among the group's members, setting the expectation that the group should make decisions after deliberating and analyzing (Alro & Dahl, ).…”

“…When participating in the selling aspect of situational leadership, leaders must take full advantage of their communication and dialogic skills to explain the tasks and the reasons for completing them (Schermerhorn & Bachrach, ). Again, through the use of open dialogue, the leader should listen to the follower's concerns and work to arrive at a mutual understanding of the situation while working toward the smartest solution to the problem (Alro & Dahl, ). Finally, the situation in which leaders may find the most difficulty in applying dialogic techniques is in telling.…”