Document Type
Article
Publication Date
12-1-2008
Abstract
We interviewed seventeen successful leaders to explore their experience of effective strategic conversations yielding innovative outcomes. Although these organizational leaders uniformly espoused emergent conversation, whereby they prefer to collaborate with their teams in an experiential learning process, their conversations were primarily leader-driven directed discussions with specific outcomes in mind. Moreover, they described not single events, but multiple strategic conversations distributed over time, with varied participants and purposes. Successful strategic conversations appear to develop, over time, in a dialectic space formed by the leader's desire for authentic contributions by participants and the experience of organizational and cultural forces that inhibit emergent innovation.
Keywords
experiential learning, conversation, conversational learning, strategic conversation, organizational discourse, time, collaborative innovation
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Smith, Ann Kowal, "Conversational Learning and Performance: Interpreting Great Strategic Conversations" (2008). Student Scholarship. 145.
https://commons.case.edu/studentworks/145