「對話力就是生產力」
韓世寧 ICF-ACC 撰寫 朝邦文教基金會董事
自從2014年底我在成都工作時，偶爾利用公益活動，與成都不同NGO以三小時分享部分「對話力」的內容，主要還是以「傾聽」、「懸掛評判」為主，只有三小時，除了在結束前請大家分享心得（多數人表示「要專心傾聽，不再插嘴」），便無從再跟進參與者在生活或工作上如何應用。
2016年初，基金會翻譯的「對話力-化衝突為合作的神奇力量」簡體版終於在大陸推出。藉著此書，我邀請在成都甚至四川公益圈都甚具影響力的郭虹教授（四川尚明公益發展研究中心–川道學院）與朝邦基金會+天澤慈善基金會共同聯名辦理每週一次共四周的「對話力工作坊」。開二班，每班12人，參與資格以在組織中為領導者或中階以上管理者。這次工作坊也一改内地公益组举办培训，參加者免費之往例，凡確定參加者需收費。
除了第一周，在第二、三、四次上課前，每個人都需要分享上一周在工作及生活上應用的心得。
在彼此的分享中，最多的就是更願意有耐心聽別人把話說完（不插嘴），也因而得到更多訊息、辦事效率也有明顯提升、夫妻之間，親子之間也都能有意識的不下批判，因為自己先專心傾聽了，家人間也都願意傾聽彼此。有人則表示在努力修煉開放式問題，覺得運用開放式提問更能激發員工的積極性，作為領導者也發現本身在溝通上有了改變，員工也不再向領導提問答題（該怎麼做？），都可以提出選擇題了（有1、2、3個方案…..）。但最令我欣賞的是，有位夥伴說：「對話力就是生產力」，他還表示有了「對話力」就可降低溝通成本。我回臺北後，在朝邦董事會分享這個領悟時，也得到顏董事長的認同，表示在企業裏，最重視「生產力」，也讓「對話力」的功能更具體、更有說服力。
如同「對話力」一書的副標題–化衝突為合作的神奇力量，「衝突」在任何組織中，可說是對「生產力」影響頗深。僅舉於內部可能產生的「衝突」為例–個人與個人（相同或不同層級）之間、個人與組織之間，可能因價值觀、理念不合，職責角色分配不清等，當事者或當面爭執、或隱忍不說，造成的損失可能會有：失焦–只顧情緒發洩，忘了事實本身或目標為何。怠工–失去熱情，消極應對，用請假回避責任，甚至「懶得」或「不願意」告訴主管可能會發生的失誤。離職–這可能是溝通不良導致衝突產生最耗成本的結果。除了需要重新招募、培訓、指導外，另一個損失是離職員工帶走的知識與經驗。
如果組織中主管或幹部具備「對話力」，願意先理解對方，懸掛自己主觀的批判，專注傾聽對方，並好奇提出探詢，不僅衝突可立即消弭，甚至因為讓對方把話說清楚，更理解對方、而使得原來的衝突化解為積極、建設性的結果–例如對方的反對理由剛好是自己的盲點。
傾聽、問問題、不要太快下判斷等等分別散見在管理專業方面的雜誌、討論領導力、溝通力、跨文化、情緒管理等專文上。其實「對話力」的三特質–平等對待、同理傾聽、浮現假設，加上需具備的綜合能力–懸掛評判、探詢、反思、陳述主張，對我來說就是一個現代公民不管應對任何情況最完整的軟實力及生產力！
附註:
以下為2014-2016在成都期間所推動的對話力工作坊。各培訓內容都以「對話力」為主，3小時者注重在「傾聽與懸掛評判」，ppt內容除個人體驗照片與影片外，均以朝邦所開發教材為主。
- 愛有戲社區服務中心
- 智慧城市
- 新濟源社區服務中心
- 責仁公益中心
- 成都16幼稚園老師
- 城市學院
- 圓夢助殘公益中心
- 朝邦、尚明公益中心、天澤基金會「對話力工作坊」: (每週四、週五各一班，每班12人，連續四周，共12小時）
Dialogue Means Productivity
by: Shning Han, ICF-ACC, Board of director, CP Yen Foundation
I began working with local NGOs in Chengdu, China since 2014 to promote the practices of “listening” and “suspending judgement” and the book “Power of Dialogue”. At the end of each session participants reflected on their learning; and most participants expressed that they wanted to develop the ability to “listen attentively without interruption”. However following the workshops, there was no follow-up activity to see the extent to which participants had applied these newly learned skills at work or in personal life.
In early 2016, the long-awaited simplified Chinese edition of “The Magic of Dialogue: Transforming Conflict into Cooperation” was published. I invited Professor Guo Hong, of the Chuandao Academy, Shangming Social Development Research Centre and an influential scholar in charity works in Chengdu and the greater Sichuan area, along with CP Yen Foundation and Tien Tse Foundation, to organise a four-week workshop on “Dialogue”. This request led to two classes of 12 participants consisting of organisational executives as well as middle and upper-level managers. Contrary to our tradition of free training programs for NPOs, this was a fee-based workshop.
Participants were asked to share their reflections on applying the skills they had learned in the workshops. Most participants reported a greater willingness to listen (without interrupting), so they heard more information; they became more efficient at work, and their relationships with their spouse and children improved because of their changes in listening. Other participants expressed an increase in actively asking open questions. They felt their questions encouraged their colleagues to be more assertive in their attitudes. Executives noted changes in their communication with staff. Instead of asking their Directors “what should we do?” staff began developing solutions autonomously. One of the responses most inspiring for me was a participant’s comment that “dialogue means productivity” and that dialogue could be effective in lowering communication costs overall. I shared his insight at the following CP Yen Foundation board meeting in Taipei, and our chairman, George Yen, resonated with this view. In the corporate world which values productivity, dialogue with its power to inspire and enhance productivity becomes a valuable and essential skill.
As reflected in the book titled “The Magic of Dialogue: Transforming Conflict into Cooperation", conflict can be a factor in setting back productivity. Take for example a potential conflict within an organisation: when disagreement in values occurs between individuals or within an organisation or when job responsibilities and tasks are not clearly defined, confrontations or hidden resentment can occur. As a result, issues become hidden operational costs. Emotional reactions blur the truth or the real issues at hand. Passive resistance occurs when employees who have lost their passion begin to take more leaves or omit to report potential flaws. Employee turnover is another outcome and may be the most damaging cost to the organisation. The cost of hiring, training, and mentoring new employees, plus the loss of knowledge and experience, can really hurt an organisation.
If managers and supervisors within organisations are equipped with “dialogue” skills and are willing to empathise with others, suspend subjective judgements, and raise relevant inquiries, conflicts may be resolved quickly. When they allow others to voice their views they develop greater understanding of one another. Conflicts therefore have the potential to transform into constructive results, particularly when the disagreement relates to a previously overlooked issue.
Listening, asking questions, and delaying judgements are topics often discussed in management, communication, cross-cultural issues, and emotional management. When we look at the three requirements of dialogue: equality, empathic listening, surfacing assumptions, suspending judgements, inquiry, reflection, and advocacy, I feel dialogue is a critical soft power and productive skill which contemporary citizens must be equipped with for any situation!
Additional Information:
The programs listed below were presented through PowerPoint presentations, images and videos of personal experiences, and materials developed by the CP Yen Foundation (CPYF).
“The Power of Dialogue” publication was the foundation for the foundation’s training sessions this year. Each 3 hour session focused on the processes of listening and suspending judgements.
- IYOUSHE community service centre: Jan 20 & Mar 7 (3 hours, 15 participants)
- Smart City: Mar 15, Mar 22 (3 hours, 15 participants)
- New Jiyuan Community Service Centre: Mar 16 (3 hours, 20 participants)
- Chengdu Tzer-Ren Charity Centre: Mar 30 (3 hours, 15 participants)
- 16 kindergarten teachers from Chengdu: April 6 (3 hours, 30 participants)
- City College: Apr 8 (3 hours, 50 participants)
- Charity Centre of helping disabled fulfil their dreams: Apr 11 (3 hours, 15 participants)
- CP Yen Foundation, Shangming Social Development Research Centre, and Tien-Tse Foundation co-organized “Dialogue Workshop”: Mar 17, 18 – Apr 7, 8 (Thursday classes and Friday classes for 4 weeks, 12 participants for each class, total 12 hours)
朝邦文教基金會 