Tom Hurley, Juanita Brown
Sergio Caredda
Hurley, T., & Brown, J. (2016). Conversational Leadership: Thinking Together for a Change. The Systems Thinker. https://thesystemsthinker.com/conversational-leadership-thinking-together-for-a-change/
Description:
The concept of Conversational Leadership was born within the practice of Knowledge Cafes. It is based on the idea of aligning a number of processes that leads internal conversations in organisations and produce collective intelligence.
“Conversational leadership takes root when leaders see their organizations as dynamic webs of conversation and consider conversation as a core process for effecting positive systemic change. Taking a strategic approach to this core process can not only grow intellectual and social capital, but also provide a collaborative advantage in our increasingly networked world” (Hurley and Brown, 2016).
The foundation is the development of an “Architecture of Engagement”, that the leader can foster by
- Clarify purpose and strategic intent
- Explore critical issues and questions
- Engage all key stakeholders
- Skillfully use collaborative social technologies
- Guide collective intelligence toward effective action
- Foster innovative capacity development
Conversational leadership uses conversation as a core process to create tipping points for change. It invites us to complement our traditional focus on methods for business process improvement with a focus on methods for talking and thinking together effectively to simultaneously create the social process improvement needed to maximize business and social value.
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