Dialogue Gap: Why Communication Isn t Enough and What We Can Do About It, Fast

For years Peter Nixon worked with people from all walks of life, teaching them the art of negotiation. But it soon became apparent that the issue was not negotiation itself, but dialogue between parties. We have become experts at sending information—via email, text message, Internet, TV, and other forms of media, communicating, but not engaging, in an active dialogue defined by collaborative thinking.

In Dialogue Gap, Nixon explores this growing disconnect and its significance in an increasingly globalized world where the ability to engage with others—in order to address issues like climate change, cultural differences, etc.—has become essential.

Helps the reader differentiate communication and dialogue
Explores the make-up and causes of the "Dialogue Gap" and what constitutes "good" dialogue (the right people talking about the right issues in the right way at the right time and in the right place)
Identifies the most common reasons people don't dialogue effectively and provides helpful tips on how to engage in more effective, productive dialogues
Effective dialogue is essential for general success, ensuring that all key stakeholders—in business, politics, or elsewhere—get what they want in the most efficient and productive way possible. Looking at successful and failed dialogues the author has experienced first-hand in Asia, Europe, North America, the Caribbean, and the Middle East in both the public and private sector from across industries, Dialogue Gap provides essential information for making the most of your interactions with others.

Introduction What Is Dialogue Gap? 1
Part I Dialogue Gap

Chapter 1 How Dialogue Gap Arose 39

Chapter 2 The Implications of Dialogue Gap 85

Part II Dialogue Solutions

Chapter 3 How to Get the Right People to Dialogue on the Right Issues 139

Chapter 4 Dialogue Leader Behaviors 163

Chapter 5 Dialogue Time and Space 229

Part III Dialogue Leadership

Chapter 6 The Cost of Failed Dialogue 251

Chapter 7 Sustaining Dialogue 269

Chapter 8 Dialogic Leadership 315

Conclusion 333

Appendix A What Prevents Effective Dialogue? 337

Appendix B Organizational Dialogue Assessment 345

Appendix C Dialogue Skill Practice Activities 359

Acknowledgments 371

About the Author 375

Index 377

Peter Nixon works with business owners, senior executives, and society leaders around the world, specializing in the facilitation, negotiation, and implementation of change through dialogue. Raised in Montreal, Canada, Peter is qualified as a Chartered Accountant and spent several years serving as an auditor with Coopers & Lybrand (now PwC) in Montreal, Geneva, and Hong Kong. Moving to Hong Kong in 1989, he has been involved in the hand over of Hong Kong, the emergence of China and India as global superpowers, and contributed to important dialogues throughout Asia, the Middle East, Europe, and the Americas. Peter's clients include senior leaders and teams from financial institutions, professional service firms, telecommunications companies, hotels, airlines, healthcare, charities, manufacturers, IT groups, member-based organizations, schools, universities, and property, spiritual, environmental, and youth groups. Splitting his personal time between Hong Kong and Montreal, Peter can be reached at Peter.Nixon@PotentialDialogue.com.

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