Associations Now has an article by Mark Gerzon about “bridging leadership.” Gerzon comes from the conflict resolution field, and has a new book titled Leading Through Conflict (I just ordered it, so expect some more from me on it later).

Gerzon talks about the power of adversaries shifting from “me to we.” If you have a serious conflict or difference with someone, it is indeed a challenge to think about the solutions in terms of something you need to do together. It’s usually something that the OTHER person needs to do. Bring this to a group or organizational level, and it’s even harder, I agree.

He suggests four key skills leaders need to make the shift: integral vision, inquiry, conscious conversation, and dialogue. These words need translation.

I say: seeing the big picture, asking questions, communicating better, and…

Sorry, dialogue is a tough one to translate. Listen to Gerzon’s definition:

Dialogue is an inquiry-based, trust-building way of communicating that maximizes the human capacity to bridge and to innovate.

Still not working for me. Dialogue seems to be ongoing communication that leads to a better relationship and, importantly, better action. Better communication is not enough. You need things to change. Dialogue takes the better communication and moves it through to action. That’s my understanding, at least, of what he wrote.

If my translations are accurate reflections of what Gerzon is writing, then I’m agreeing with him. I hope the book will provide greater clarity (and less consultant-speak).