“…In this respect, and unlike conversation with its strong temporal and rhetorical orientation, dialogue can be seen more as a momentary accomplishment (Cissna & Anderson, 1998). Drawing on the work of, for example, Bakhtin (1981), Buber (1958), Bohm (1996, and Eisenberg and Goodall (1993), studies of dialogue in organizations have sought to show how it is used to generate new meaning and understanding, create space in which to question and critique, and play a mediating function that can lead to a convergence of views (Gergen, 1994(Gergen, , 1999Gergen et al, 2001;Hawes, 1999;Thatchenkery & Upadhyaya, 1996).…”