During my long professional journey working for organizations, in most of the time focused on training and developing people, I could realize that, while defining the annual training program, effective communication was a key competence always required by leaders as a skill to be continuously improved . Experience has demonstrated that, although leaders usually say they value a clear communication and practice an open-door dialogue with their teams, side-effects of miscommunication in hard times frequently arise and no one recognizes them.
After reading Bakhtin and his concepts of dialogue and dialogism I concluded that my findings of reasons why it happens make sense. Leaders, including educators, need to focus on listening and interpreting their audience taking into account all aspects involved in the author's conception and the context at the right moment in which the dialogue happens.
Having a broadened understanding of the subject in question by both leader and employee, respecting the differences, surely positive results from the dialogue will appear, on a gain-to-gain basis.
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