Value_of_Dialogue.docx BUS4802 Value of Dialogue Business, Capella University Introduction There are many ways an organization can grow. Ground rules and dialog
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Value_of_Dialogue.docx BUS4802 Value of Dialogue Business, Capella University Introduction There are many ways an organization can grow. Ground rules and dialogue can be used to grow a learning organization. There are many elements that go into this including, dialogue, discussion, and debate. The three are vastly different but they come together to create the same outcome. Change. Using techniques and communication, change can happen efficiently. To understand how to communicate properly can provide a healthy understanding and connection within an organization/company. Debate, Discussion, Dialogue and The Value of Dialogues The definition of debate is “a formal discussion on a particular topic in a public meeting or legislative assembly, in which opposing arguments are put forward.†(Websters Dictionary). This is extremely important when it comes to the workplace. Not everyone is going to agree on everything. It is important to be able to debate ideas in a healthy way. Debate is said to be an “argument†between two opposing thoughts/ positions. I use the term argument loosely because I never feel that a debate should get heated but can be a discussion instead. Discussion is “consideration of a question in open and usually informal debate or a formal treatment of a topic in speech or writing.†(Websters Dictionary) Having a discussion is the healthiest form of communication in my opinion. It is not as intense and heated an. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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