Seeing and realizing organizational potential: Activating conversations that challenge assumptions
Heynoski, K., & Quinn, R.E. (2012). Seeing and realizing organizational potential: Activating conversations that challenge assumptions. Organizational Dynamics, 41(2), 118-125.
What if all organizations are filled with untapped resources? What if seeing and utilizing resources depended upon how people see and talk to each other? What if changing the way we see and talk to each other could transform organizational capacity?
This paper is about learning to activate conversations that challenge assumptions, stimulate learning and facilitate change. We begin with a case that illustrates the failure to see potential. We propose that the ability to see potential is rooted in shared assumptions and beliefs, and link these assumptions to organizational discourse. Through a second case example, we show the difference that discourse can make. We conclude with an assessment tool that managers can use to help themselves and others reflect on their assumptions, alter their discourse and access vital resources.