The Dialogic Model of Change is a general conceptual framework for the engaged research of the National Forum. It represents a four part process of organizational change:
1. Awareness: The first step in organizational change is to create awareness of the environment, the issue, and the stakeholders. Some scholars label this stage contemplation (Weick & Quinn, 1999, p. 373); before we can ever hope to create meaningful and lasting change, we must grow in our awareness of the issue at hand.
2. Understanding: Once we are aware of the issue, we need to inform ourselves. Empirical research is critical to understanding complex questions, and the National Forum relies on rigorous quantitative and qualitative research methods.
3. Commitment: We honor the subjects of our research as our brothers and sisters in the human family. Therefore, as we learn more about the challenges they face, we cannot help but commit ourselves to advocate on their behalf.
4. Action: Ultimately, our scholarship is impoverished if it does not inform real change. Therefore, the National Forum practices engaged scholarship which results in actionable knowledge, the knowledge that we use to create the world (Argyris, 1993, p. 1). Thus, our research not only helps us to grow as individuals – it allows and compels us to transform the world.
Argyris, C. (1993). Knowledge for action: A guide to overcoming barriers to organizational change. San Francisco:Jossey-Bass.
Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.
The Dialogic Model of Change is a general conceptual framework for the engaged research of the National Forum. It represents a four part process of organizational change.