Dialog

Dialog is an inevitable outcome of the discovery-definition-distribution sequence, and interaction at this level can make the difference between stakeholder detachment and connection.  In this phase higher-level interaction through feedback, surveys, focus groups and other mechanisms can make it possible to obtain the data that will give usable meaning to the metrics that shape subsequent cycles of interaction.

In running lingo, Dialog is an essential part of “periodization” during which the coach and the athlete organize the next competitive event to optimize performance at the right moments. 

Dialog involves an examination of predicted levels of stress and paths to recovery that will enable them to achieve their best with the lowest potential for injury.  Taking the time to prepare for the higher demands of improved performance avoids injury and costly down time, but it also helps to create an atmosphere that is nurturing, empowering and above all unbeatable. 

Case Study

Dialog became the saving grace for a small company where our expertise was enlisted.  When the software development firm was on the verge of extinction because its owner failed to build on suitable foundations, Paraclete was called to reorganize operations in the hopes of salvaging a promising product line and bright future.  Previously repeated and flawed processes of Discovery, Definition and Distribution had created catastrophe. 

Considerable data collected from years of mediocre business planning, chaotic product development, counter-intuitive HR policies, misdirected marketing efforts and financial mismanagement were available for immediate examination thus minimizing the need for any further extensive study.   

Organizing matters through an initial phase of dialog with stakeholders including customers, employees, investors, vendors and community, we were able to identify the operational priorities that would need immediate attention.  

Management was convinced that administrative reorganization could indeed salvage the company.  New lead product developers were recruited and brought in.  Haphazard methods in the development area were abandoned in favor of well-planned and well-documented ones.  Employees were given training, benefits and a collaborative working environment which contributed to significant improvements in morale and output.

When we arrived on the scene, all of the employees were prepared to quit.  Without key staff the company would have lost its one major account and be forced to close.  By addressing the HR crisis first during the initial Dialog phase, staff was convinced to stay, and some former employees even returned during the transition.  Within six months operations had been reorganized and the company was once again viable and able to grow