Getting active

Stakeholder Dialogues provide a space for people to think together and to offer grounds for true social innovation. In order to meet these expectations, they require a well-designed process architecture based on process and change management experience, a dialogical approach and self-reflection methods - all of which are realized in the Dialogic Change Model. It allows for result-oriented, structured planning and implementation of a Stakeholder Dialogue and is divided into four phases:

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This division has proven helpful in taking all demands and requirements of the different phases of a dialogue process into account and preparing them adequately. The guiding principles of the model are based on the Dialogic Practices of voice, listen, respect and suspend. By using structured dialogue to create a space for collective intelligence, the model facilitates a process design that can be owned by all stakeholders.

A short history of the Dialogic Change Model

While supporting the 4C project, a cross-sector partnership between coffee traders, producer organizations and international civil society organizations the founder and Executive Director Petra Künkel of the Collective Leadership Institute, identified the factors that make a cooperation project successful. She noticed that the focus of project management is top-heavy on structure and how important the quality of dialogue between project stakeholders is. Over the years she collected her experiences and developed a model that balances the ancient human knowledge of dialogue and collective intelligence with result-oriented process design and communication architecture. This is how the Dialogic Change Model was born.