By Hubert Hermans
This ebook offers nine theory-based and practice-oriented tools for assessing and stimulating a multi-voiced dialogical self within the context of teams, groups, cultures, and firms. All of those equipment are in keeping with Dialogical Self conception. The booklet offers with the sensible implications of this concept as utilized within the parts of training, education, and counselling. a couple of chapters specialize in the method of positioning and discussion at the point of the self, whereas different chapters mix self-processes with team paintings, and nonetheless others locate their purposes in management improvement and team-work in organisations. for every of the 9 equipment, the chapters current thought, strategy, case-study and discussions and clarify what sort of difficulties might be tackled utilizing the strategy discussed.
Specifically, the ebook discusses the subsequent tools: A Negotiational Self Method for assessing and fixing internal conflicts; a Self-Confrontation Method used to evaluate and stimulate own that means development in profession counselling; a Method of Expressive Writing within the context of occupation improvement; a Composition Method for learning the content material and association of non-public positions through verbal and non-verbal tactics; a Dialogical management Method that investigates and stimulates dialogical relationships among own positions within the self of leaders in organisations; a Personal place Repertoire process that combines the review of non-public positions with concentration crew discussions; a Team war of words process for investigating collective and deviant positions or voices in organizational groups; a Method for Revising Organizational tales with a spotlight on their emotional significance: and a strategy for Assessing and Stimulating cutting edge discussion among Cultural Positions in international nomads.
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Extra resources for Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations
135). A method that offers an answer to these challenges in career counselling, is the Self-Confrontation Method (further referred to as SCM). The SCM is based on the Valuation Theory (Hermans & Hermans-Jansen, 1995) and Dialogical Self Theory (Hermans & Hermans-Konopka, 2010). Both theories are based on narrative psychology, in which people are considered as story-tellers. In dialogue with a counsellor, clients examine how they value experiences in everyday life (the manifest level) and how basic motivations give direction to their behavior on a less visible (latent) level.
Ury, W. (1981). Getting to yes: Negotiating agreement without giving in. Boston: Houghton Mifflin. Follett, M. P. (1942). Constructive conflict. In H. C. Metcalf & L. ), Dynamic administration: The collected papers of Mary Parker Follett. New York: Harper. Freud, S. (1923). The ego and the id – The standard edition of the complete psychological works of Sigmund Freud (Vol. 19). London: Hogarth. Freud, S. (1939). Moses and monotheism. New York: Vintage Books. Hermans, H. J. M. (1996). Voicing the self: From information processing to dialogical interchange.
Hermans constructed in 1972, together with psychotherapist Els Hermans-Jansen, a quite unique approach. He designed a valuation theory and a self-confrontation method with the following characteristics: (1) a gradual and theory-guided transition between assessment and change; (2) people can express a great diversity of ‘units of meaning’ (several concrete acts and events, related to each other, that play a significant role in their daily lives); and (3) a cooperative relationship between client and consultant in which clients are invited to act as the investigators of their own self-narratives and are challenged to take initiatives to change their situation (Hermans & Hermans-Jansen, 1995).