In our Dialogical Leadership training you will learn how to build communities and organisations in a dialogical manner as a leader. You will understand the central ideas of dialogical leadership and you will be able to use dialogical methods in your community. In the training we work on skills connected to your role as a leader, such as anticipation, as well as questions about open and equal use of power and the different roles of a dialogical leader.

The objective of a dialogical working culture is to improve trust and cooperation between people and to learn how to solve problems creatively. Dialogue enables creating an equal, safe and committed work community. Dialogue also helps us to successfully address tensions in communities and prevent conflicts from escalating, and it supports good-quality decision-making.

For whom?

This training is for managers or leaders in organisations. The training is also suitable for directors of work groups, projects, teams or networks.

Benefits

• You will learn to build dialogue in communities and organisations as a manager
• You will understand the central ideas of dialogical leadership and be able to use dialogical methods in your community
• You will learn how dialogue can be used to strengthen participation in meetings, teamwork, experimental development, vision working and change leadership
• You will be able to hear genuine experiences from employees and can direct action based on this
• You will be able to use dialogue constructively in conflict situations to move forwards
• You will understand the systemic entities of organisations and society better

Price

The price of the training is 110 euros (+ VAT 24%). The price includes the contact teaching days as well as the materials shared to participants and the instructions for working between the contact teaching days as well as morning and afternoon coffee on the teaching days.

Trainers

Marko Kangas is an expert in Finnish working life and a trainer and coach for dialogical leadership. He works as a developer of teams, organisations and networks in Finland and abroad. As the CEO of Aretai Oy, he uses lessons in dialogical leadership every day.

Kai Alhanen is a philosopher and an expert in Finnish working life. He works with dialogical cooperation and leadership as both a trainer as well as a researcher of political philosophy. He has written the book Dialogue in Democracy.

Anne Kansanaho is a work supervisor and trainer who has introduced dialogical methods in practice to countless work communities and work groups.

Katriina Lehti is a trainer and work supervisor. She has many years of experience in working with different types of groups, work communities and managers.

Contents of the contact teaching days

1. The basics of dialogical leadership

During the first training day, we will get to know the basics of dialogical leadership. We will especially consider skills connected to the role of a manager, such as anticipation, use of power and the different roles of a dialogical leader. The participants are guided to implement principles of dialogical leadership in the own actions.

2. Bringing dialogue into a work community

During the second training day, we will delve into ways to bring dialogue into the everyday work of communities and organisations. We will especially focus on using dialogue in meetings and discussions. The participants will learn practical methods to develop dialogue in different situations.

3. Working with tense situations and conflicts

During the third training day, we will learn how to use dialogue to address tensions in the community and to prevent conflicts from escalating. The approach to solving conflict situations is to clarify the basic task of both the group and the organisation and to build the trust needed in the organisation, to utilise personal strengths of employees, and controlling emotions.

4. Dialogue in organisational development, vision work and change leadership

Dialogical cooperation is essentially connected to reflecting on one’s own actions and learning from one’s own experiences as well as the ability to understand systemic entities of organisations and society. During the fourth training day we will learn how dialogue can be utilised in development work, vision work and change leadership and how to involve the work community in these processes.

5. Ending seminar and considering challenging situations

During the final day we discuss the practical experiments conducted during the training process and learn from others’ experiences. We will also discuss situations that were felt to be challenging.

We recommend

After the Dialogical Leadership training we recommend the Timeout facilitator training and joining the peer group formed by the managers in the group to delve into issues in your own organisation.