Dialogic Democracy and Organization, Web Lecture, pg. 4

As the web lecture Democracy and Dialogue states dialogic democracy is well-suited to organizations because dialogue requires collaboration-participants must work together to create meaningful communication. Communicators depend on each other to clearly articulate their thoughts and actively listen to what others have to say. In addition, dialogue means that organization members learn together, encouraging a cooperative approach to problem solving and decision making (Hammond, Anderson, & Cissna, 2003) (p. 4).

This type of dialogue democracy took place every time I went through an implementation of a new system at a customer site. A committee is formed with the customer usually made up of members that represent the stakeholders for the implementation and use of the new system. As a member of this committee, I would listen intently to the customer’s needs, desires and current processes and functionality of the current system(s) our product is replacing. Since each member is representing a different functioning group within the company, the committee or organization would learn each other’s needs, desires and how their organization utilizes the current system especially process wise. Each member must actively participate to come up with a baseline and solution for implementing the new system and phasing out the old that satisfies all parties involved.

Mindless Communication, Ch. 11, pg. 344

Sadly to say, I am guilty of the mindless communication on a regular basis as described on page 344. The phatic communication example is almost verbatim to conversations I have had with parents at my daughter’s school when we pick up the kids. Unless either one of us is willing to spend the time to stand and share more intimate details of our lives, the conversation tends to be the very polite, mindless, phatic communication. For me, sometimes the small talk is due to being rushed and wanting to at least acknowledge the individual in a somewhat passing conversation. Other times, the kids just want to go and there isn’t time to have real conversations. The other excuse, for the lack of a better word, is that you sometimes wonder when someone asks you how you are if they really want to know. Especially, if you follow up with an explanation of how your life is going. In the workplace, this type of conversation happened a lot between coworkers but usually in the beginning when you are getting to know one another and feeling out the person to see if they really want to have more meaningful conversations.

Differentiation, Ch. 10, pg. 312

Once I read the example of the physician that recognizes that there is no medical care offered on weekends in the community and decides to address that need, it made me think about what I believe is becoming a new trend. This trend I speak of is a way for physicians to differentiate themselves from other traditional physicians. What I have noticed that more doctors are starting to offer is “concierge” –style practices as quoted in the MedScape Today’s article titled Boutique Doctors Cater to Patients' Needs. These boutique doctors offer special services such as being available at all hours for medical advice, prescriptions or same day appointments at an added extra cost out of pocket to the patient above the insurance cost. This allows for the doctors to have fewer patients to focus on. My husband’s primary doctor changed his practice to a boutique one. Although, my husband liked his doctor, he didn’t feel it was worth the thousands of dollars extra to keep him as his primary physician. Therefore, he was forced to change doctors. Soon after my husband received the announcement of his doctor’s change in practice, I received a letter from my primary doctor offering similar services. However, she is still keeping half of her practice traditional with no added cost. Fortunately, for me she kept part of the practice traditional because I did not have to make the choice of changing physicians. I like having a physician whom I’ve built a rapport with.