Reflection on Organisational Dialogue

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Reflection on Organisational Dialogue The purpose of this paper is to examine our research results of group case study and reflections of our lecture. In this semester, the organisational dialogue course gives me many opportunities to know what the effective communication is in organisation. By lecture and tutorial teaching method, I not only understand the leadership communication style in lecture, but also recognize the importance of organisational dialogue in real life by group work. In the lecture, Dr. Helena Heizmann explains the approaches to communication and information transformation model in class, while Tutor Charles Okumu divided the classmates into different group to complete the interviews. By lecture, I understand the dialogic qualities of authentic leaders such as self-awareness, balanced processing, relational transparency and self-regulation. In the business, leaders need to realise their own values and pay more attention to feedback, including positive or negative feedback. Additionally, lecturer analyses the different communication model such as upward or bilateral. The typical elements in upward communication model are listening and feedback. For instance, in the fairy tale story called ‘The Emperor's New Suit” (Hans Christian Andersen 2012), the ministers don’t dare to tell the truth because of the fear of the emperor’s power, finally the emperor loses face in public. Another model is bilateral communication, which is the position constantly exchange between supervisors and subordinates. Employees need to receive orders and give relevant feedbacks in time until get an agreement, such as conversation, negotiation, etc. More importantly, Heizmann describes the organisational communication culture and makes us experience the implication of culture by practices. In our research on Better Hearing, we prepared the questionnaire and interviewed the

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