Leading transformational culture change through conversations

Abstract

How can leaders use conversational approaches to shape organisational cultures is the question explored in this paper. Following a definition of key terms, a theoretical framework is offered using social constructionist ideas. Drawing upon theoretical literature, the paper argues that people's realities in organisations are largely shaped through their conversational interactions. Change in perceptions of performance and culture is therefore achieved as conversations and the broader organisational discourses shift. How this can be accomplished is outlined in detail using Appreciative Inquiry, World Café and Open Space as examples of effective change processes. Case study research is signposted highlighting the impact and challenges of working with conversation. The implications for change leaders and their development are considered given the role and power challenges they are likely to face when using conversation to enable culture change. In conclusion, practical guidance is offered about how to grow new mindsets and skill sets for individuals wanting to use these approaches.