| 0:00:07 | you want doors |
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| 0:00:09 | the view that organisational change should be democratic and character |
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| 0:00:14 | perhaps you subscribe to the change approach |
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| 0:00:17 | well as all g |
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| 0:00:20 | or organisation development |
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| 0:00:22 | in which there is vocal expression |
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| 0:00:25 | of concern for individual empowerment |
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| 0:00:28 | but participatory managerial process to use |
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| 0:00:31 | and care for the individuals development |
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| 0:00:34 | alongside organisational change |
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| 0:00:37 | in this article appearing in the journal of |
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| 0:00:40 | organisational change management |
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| 0:00:43 | i tried to delineate the kind of leadership |
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| 0:00:46 | and communication that would be expected in any democratic change initially |
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| 0:00:53 | first what comes to leadership |
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| 0:00:55 | i recommend the shared formal leader sure that i call later full |
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| 0:01:00 | because it should be full of leadership |
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| 0:01:04 | everyone can be participating |
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| 0:01:06 | and i just sequentially |
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| 0:01:08 | but collectively |
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| 0:01:10 | and can currently |
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| 0:01:11 | that is |
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| 0:01:12 | altogether |
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| 0:01:13 | and that the same time |
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| 0:01:16 | the actual what about the element of communication in democratic change |
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| 0:01:22 | well i believe it should be a shared communication |
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| 0:01:25 | by all those who are involved in the change activity |
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| 0:01:29 | where ever they may stay within me organisational bureaucracy |
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| 0:01:34 | the communication would |
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| 0:01:35 | will be coming multi party reflex of conversation |
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| 0:01:40 | that is captured in the model called dialog |
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| 0:01:44 | people drawing a dialogue provided they are interested |
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| 0:01:48 | in listening to one another |
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| 0:01:50 | and reflecting upon perspectives different from their all |
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| 0:01:55 | and an entertaining the prospect of being changed by what they'll or |
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| 0:02:00 | in often leads to collaborative action |
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| 0:02:05 | deliberation is closely related to dialogue |
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| 0:02:08 | but focuses more on decision making |
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| 0:02:11 | through a collective process reason reflection |
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| 0:02:15 | by a little equals leading to improve decisions of common concern |
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| 0:02:21 | putting these three ingredients together can lead to a mutuality among the parties |
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| 0:02:28 | based on the authenticity |
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| 0:02:30 | whereby they'll are just speak and listen from the heart |
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| 0:02:35 | people come to appreciate that the contribution is often based |
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| 0:02:40 | on the contributions of others |
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| 0:02:43 | through a dialog data controller |
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| 0:02:45 | how to observe their own experience |
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| 0:02:48 | and behavior through the is and utterances of the other |
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| 0:02:53 | in due course |
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| 0:02:55 | possibilities maybe envision |
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| 0:02:57 | including practice is never before imagine |
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| 0:03:02 | wouldn't this be in unique way |
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| 0:03:05 | to build more public engagement in our communities |
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