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The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation Theodore is an Oxford Historian

Theodore is an Oxford Historian

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The kind of conversation I’m interested in is one in which you start with a willingness to emerge a slightly different person. Theodore Zeldin Conversation. Theodore is an Oxford Historian. Gurteen Knowledge Cafe. The birth of the Gurteen Knowledge Cafe. - PowerPoint PPT Presentation

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Page 1: Theodore is an Oxford Historian

The kind of conversation I’m

interested in is one in which you start with a

willingness to emerge a slightly different

person.

Theodore ZeldinConversation

Theodore is an Oxford Historian

Page 2: Theodore is an Oxford Historian

Gurteen Knowledge CafeGurteen Knowledge Cafe

Page 3: Theodore is an Oxford Historian

The birth of the The birth of the Gurteen Knowledge CafeGurteen Knowledge Cafe

Page 4: Theodore is an Oxford Historian

Business is a conversationBusiness is a conversation

Business is a conversation because the defining work of business is conversation -

literally.

And 'knowledge workers' are simply those people whose job consists of having

interesting conversations.

David WeinbergerThe Cluetrain Manifesto

Page 5: Theodore is an Oxford Historian

Conversation is a meeting of mindsConversation is a meeting of minds

Conversation is a meeting of minds with different memories and habits.

When minds meet, they don't just exchange facts: they transform them, reshape them,

draw different implications from them, engage in new trains of thought.

Conversation doesn't just reshuffle the cards: it creates new cards.

Theodore ZeldinConversation

Page 6: Theodore is an Oxford Historian

KM is about understandingKM is about understanding

For all our knowledge, we have no idea what we're talking about.

We don't understand what's going on in our business, our market, and our world.

KM shouldn’t be about helping us to know more. It should be about helping us to

understand.

So, how do we understand things? It's through stories that we understand how the world

works.

David Weinberger, The Cluetrain Manifesto

Page 7: Theodore is an Oxford Historian

The kind of conversation I’m

interested in is one in which you start with a

willingness to emerge a slightly different

person.

Theodore ZeldinConversation

Theodore is an Oxford Historian

Page 8: Theodore is an Oxford Historian

Principles of DialoguePrinciples of Dialogue

• Suspend assumptions, do not judge

• Observe & listen to one another

• Welcome differences & explore them

• Allow taboo subjects to be raised safely

• Listen to your inner voice

• Slow the discussion

• Search for the underlying meaning Dialogue is based on the work of the physicist

David Bohm

Page 9: Theodore is an Oxford Historian

SummarySummary

• Business is a conversation

• Conversation is creative

• Understanding is more important than knowing more

• Dialogue is the key to quality conversations

• Conversation is a powerful learning tool

Page 10: Theodore is an Oxford Historian

The Gurteen Knowledge CafeThe Gurteen Knowledge Cafe

Page 11: Theodore is an Oxford Historian

What is a Gurteen Knowledge Café?What is a Gurteen Knowledge Café?

• A Gurteen Knowledge Café brings a group of people together to have an open, creative conversation on a topic of mutual interest.

• To surface their collective knowledge,to share ideas and to gain a deeper understanding of the issues involved.

• Leading to action in the form of better decision making & innovation & thus tangible outcomes.

Page 12: Theodore is an Oxford Historian

The ProcessThe Process

• Set the context – normally a speaker• An open-ended trigger question• Small group conversations at tables• Whole group conversation in a circle• Share actionable insights

Page 13: Theodore is an Oxford Historian

Café PrinciplesCafé Principles

• Relaxed, non-threatening, open conversation• Close to a pub conversation as possible• No manipulation of people; no hidden agendas• Everyone equal; no table leaders; no reporting back• No one forced to do anything – OK to just listen• Trust people to talk about what is important to them• OK to go off-topic• No summarization or attempt to reach consensus• No capture of outcomes; no flip charts in the room

Page 14: Theodore is an Oxford Historian

What are the outcomes?What are the outcomes?

• Real outcomes are what you take away in your head– A deeper understanding of the issues discussed– A deeper insight into other people’s perspectives– A better appreciation of your own point of view– Engagement with the subject– Better relationships– Better position to make more informed decisions

and to take action!• Intangible outcomes but valuable nevertheless

Page 15: Theodore is an Oxford Historian

Lets run a Knowledge CafeLets run a Knowledge Cafe

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Café ConversationCafé Conversation

What is the role of conversation in our organizations; how important is it and how

do we encourage more of it?

Page 17: Theodore is an Oxford Historian

David GURTEEN Gurteen Knowledge Fleet, United Kingdom

Tel: +44 7774 178 650 Email: [email protected]

www.gurteen.comwww.gurteen.com

Page 18: Theodore is an Oxford Historian

Some slides I did not use Some slides I did not use

Page 19: Theodore is an Oxford Historian

Conversation is a learning technologyConversation is a learning technology

Conversation is the most powerful learning technology ever invented.

Conversations carry news, create meaning, foster cooperation, and spark innovation.

Encouraging open, honest conversation through work space design, setting ground rules for

conversing productively,

and baking conversation into the corporate culture spread intellectual capital, improve cooperation,

and strengthen personal relationships.

Jay Cross, Informal Learning

• Jay Cross is a champion of Informal Learning

Page 20: Theodore is an Oxford Historian

Conversation is our Conversation is our most effective KM toolmost effective KM tool

Our most effective KM tool is conversation.

The words we choose, the questions we ask, and the metaphors we use to explain ourselves, are

what determine our success in creating new knowledge

as well as sharing that knowledge with each other.

Nancy DixonNancy Dixon

Common Knowledge Associates

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LicenceLicence

• You may use these slides under the following Creative Commons Licence

• Attribution-Share Alike 2.0

• http://creativecommons.org/licenses/by-sa/2.0/uk/