Continuing the Quintessence Series: The Dance of Discussion in Quintessential Organisations

Welcome back to our ongoing serialisation of my book “Quintessence“. Today, in this the second post in the series, we shine the spotlight on an integral meme in quintessential organisations: discussion. Here, discussion isn’t merely the act of exchanging information; it’s the catalyst for transformation.

[You may like to also read the first post in this series.]

Chapter Excerpt: The Quintessential Approach to Discussion

The Essence of Discussion in Quintessential Organisations

Quintessential organisations regard discussion – and its kissing cousins, dialogue and conversation – as an essential element in both becoming and remaining highly effective. Moreover, discussions of collective assumption and beliefs, particularly therapeutic discussions, in the service of culture change, are seen as paramount to effectiveness.

If we want to solve a problem that we have never solved before, we must leave the door to the unknown ajar…doubt is not to be feared, but welcomed and discussed.

~ Richard P. Feynman

The quintessential organisation exhibits the following collective attitudes and feelings towards discussion:

• Discussion is the lifeblood of our organisation. We constantly seek discussion, dialogue, and the open, candid exchange of ideas, knowledge and information.
• We recognise the challenges in speaking our minds, and strive to help each other overcome these natural challenges.
• We have a policy of constantly growing our collective and individual capabilities for skilful dialogue and discussion.
• We encourage people to drive discussions through to closure. Nonviolent Communication aids us greatly in discussing difficult topics and dealing with inevitable conflicts.
• We accept that attempting to surface our collective assumptions and beliefs during our daily business-as-usual discussions can disrupt and divert those discussions, but such disruptions and diversions can serve to strengthen and support our social dynamic.
• We recognise the positive impact of skilful dialogue, and dedicate significant resources – through trainings and the like – to improving our ability to engage in such dialogue.

Further Reading

Scott, K. (2019). Radical candor: How to get what you want by saying what you mean. Pan Books.
Patterson, K. (2012). Crucial conversations: Tools for talking when stakes are high. McGraw Hill.
Schein, E. H. (2014). Humble inquiry: The gentle art of asking instead of telling. Berrett-Koehler.
Rosenberg, M. B. (2005). Speak peace in a world of conflict: What you say next will change your world. PuddleDancer Press.
Lencioni, P., & Stransky, C. (2002). The five dysfunctions of a team. Random House, Inc.
Rosenberg, M. B. (2003). Nonviolent communication. PuddleDancer Press.

Stay tuned for more in this series, and don’t hesitate to subscribe to the Think Different blog for updates.