Change is about Conversation

The standard model of the decision making process involves management and upper management discussions with a verdict passed down through the ranks. Managers act as representatives of their people and like every political system they don't always bring their peoples' best interests to the table. It may be because they don't agree with the position of their subordinates, they don't understand the position they are trying to support, or there could be ulterior motives for their position.

To create a system with checks and balances committees are formed and the conversation is broadened. Higher-ed has understood the importance of a broad conversation for quite sometime and if you have ever been a part of the decision making process in a higher-ed institution you are aware of just how broad the attendance in meetings can get.

The downside to these committees is that the more people you engage in the conversation the longer the process becomes. With high tech, new media, and the internet decisions are being made at the speed of light and a longer process can seem unnecessary to those not accustomed to the process. An open conversational forum is needed to allow for debate and a richer experience within the organization and among it's participants.

Change is about conversation. No matter what the final outcome or the original purpose of the conversation the people involved in it are richer because of it. They have learned new things and seen things from a fresh perspective which will overflow to other projects and goals.

Listen, be heard, and change something.