If our conversations and personal relations are at the heart of our work, then how do we contribute to or take energy away from this natural process? Are we using the intelligence of just a few people instead of hundreds or thousands? What if increasing the success of efforts to cut costs and make organizations more efficient, innovative, and competitive depended on focusing on the core process of conversation and meaning-making through which we as human beings have always co-evolved new realities? The authors in this article ask and seek to answer these and many such question, and provide a very helpful framework of conversational leadership that we can each use in our daily lives.
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