About

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About Don Dunoon

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About OBREAU

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Why a Group Might Use DIALOGUE with OBREAU

A Dialogue with OBREAU is especially valuable when:

  • The issue is complex, emotionally charged or politically sensitive.
  • People hold differing views and tend to talk past each other.
  • There is pressure for action, yet uncertainty about what the real issues are.
  • Previous conversations have gone in circles or escalated into defensiveness.

Specifically, the process:

  • Anchors deliberations in data and evidence, reducing the tendency to begin from firm opinions or interpretations.
    • This can help a group ease off on certainty, be more open, and be more willing to consider other possible framings of an issue.
  • Expands perspectives by explicitly exploring how the situation may look to other stakeholders, who are assumed to be thinking and acting reasonably now, at least from their own standpoint.
    • Participants often say they feel more empathy towards others and less prone to demonise them.
Focused Dialogue With OBREAU

Photo by Josh Calabrese on Unsplash

  • Creates a safe space for speaking openly, because participants have already slowed down, focused on evidence, and reflected on others' perspectives.
    • Contributions in the later stages of the dialogue are often more thoughtful and less reactive than in regular meetings.
  • Provides a clear sense of progression, helping participants feel the conversation is going somewhere rather than simply recycling familiar arguments
    • The identification of three focus areas for further work near the end of the dialogue reinforces this sense of purpose and completion.

The dialogue process can potentially enable group members to see an issue in a new light, as none of them has done previously. This is collective intelligence at work! To the extent that group members do find common ground, this can be potentially a huge impetus to action. The energy released through participants finding that they are thinking along similar lines can prompt a level of confidence that the group has a way forward which might have been lacking before the dialogue.

It’s true that some disagreement will likely remain. Yet the dialogue can assist people to clarify where they agree and where they disagree, enabling them to work on – or around – their differences. This is important as often disagreements between group members are not made explicit and can be acted out implicitly over extended periods, thereby hampering the group’s ability to achieve its goals.

Structure and Flow of a Dialogue with OBREAU

A Dialogue with OBREAU ordinarily has five phases, as outlined below. The structure outlined here is for a face-to-face dialogue, though the process can be used virtually as well (however; hybrid versions involving some people in the room and others online can be difficult to facilitate and are not recommended).

  1. Introduction
    • Welcome; introductions; housekeeping; outline of the dialogue purpose, of the focus question and of the Dialogue with OBREAU process
  2. Grounding the Conversation: Working from Observation
    • The purpose is to centre the dialogue in observable data rather than peoples’ reactions, opinions and analyses.
  3. Shifting Perspectives: Attributing Reasonableness
    • The purpose is to help participants stretch beyond their own assumptions and perceptions and consider the dialogue topic in a larger context by explicitly thinking about the possible viewpoints of others.
  4. From the Heart: Speaking with Authenticity
    • The purpose is to enable participants to respond as they wish to what has come up so far in the dialogue.
  5. Synthesis and Review
    • The purpose is to integrate the deliberations thus far and frame three focus areas for further action (or additional exploration, or important areas in which differences remain).

Below is more detail on each of the five phases of a Dialogue with OBREAU.

  1. Introduction
    • Welcome, introductions, housekeeping, outline of the focus question and of the Dialogue with OBREAU process
    • The introduction might include a brief review of relevant data to inform the dialogue, such as a summary of a relevant report or previous conversations. (Participants could also be provided with such materials as pre-reading prior to the dialogue session.)
  2. Grounding the Conversation: Working from Observation
    • The purpose is to centre the dialogue in observable data rather than peoples’ reactions, opinions and analyses.
    • Individual participants generate, perhaps using sticky notes, what they see as relevant data points (observations, not interpretations) for others to consider.
    • These are shared and individuals select data points proposed by others that are of interest to them – potentially significant, worth talking about.
    • Mixed, small groups explore the observations selected by individuals. The purpose is to delve into possible interpretations and implications – not to strategize, solve problems or come up with ‘solutions’. A scribe in each group takes notes.
    • Groups report back on any themes/insights emerging in their conversations. (If time is tight the report-back might take the form of a ‘gallery’ in which participants can view the outputs of other groups.)
    • Large group discussion on what has been learned from the focus on data and evidence.
  3. Shifting Perspectives: Attributing Reasonableness
    • The purpose is to help participants stretch beyond their own assumptions and mindsets and consider the dialogue topic in a larger context by explicitly considering the possible viewpoints of others.
    • Mixed groups (potentially the same groups as in Phase 2) each focus on one key stakeholder group, imagining the story that stakeholder group is telling themselves in connection with the dialogue topic question.
    • Essentially, the groups are developing hypotheses for exploration and testing. Their hypotheses should be consistent with observable data, including the apparent behaviour of the stakeholder in question, and with that stakeholder as reasonable at least in their terms (what they are doing and thinking seems sensible to them).
    • Small groups report back.
    • Large group discussion focuses on what has been learned from contemplating other perspectives. (A frequent response is that participants felt greater empathy for the groups they focused on.)
    • Note that a resource you might find helpful in assisting participants to contemplate the possible realities of others on an issue is the Reflection Matrix structure, described on p.p. 133-35 of Don Dunoon's book, In the Leadership Mode. The Reflection Matrix involves contemplation of the possible assumptions, interests, feelings and knowledge of different stakeholders.
  4. From the Heart: Speaking with Authenticity
    • The purpose is to enable participants to respond as they wish to what has come up so far in the dialogue. The prospect is that centring the conversation up to now in observable data and the possible perspectives of others will assist participants in responding in a considered and nuanced fashion, with less rigid attachment to previously held assumptions and mindsets than otherwise might have been the case.
    • Depending on participant numbers and time available, this can be done either as a large group or small group activity. If in small groups, this might be an opportunity to remix the groups or perhaps put people back into their ‘native’ groupings, e.g., departments in an organisation or professional specialities.
    • The process involves going around the group – perhaps more than once – and asking members to share something of a personal nature that has come up for them, perhaps revealing an assumption they had become aware they were holding, or a feeling they experienced in the conversation. The aim is to get people sharing at a ‘heart’ level, not just at a logical, ‘head’ level. They might also be asked to nominate questions arising that they think warrant more consideration.
  5. Synthesis and Review
    • The purpose is to integrate the deliberations so far and frame three focus areas for further action (or additional exploration, or important areas in which differences remain)
    • The process involves inviting individuals to propose focus areas and then working with the group to change/improve what has been suggested.
    • Individuals can also be invited to reflect on what they have learned/gained from the dialogue.
    • Consideration of any next steps.
    • Closing remarks.

What People Are Saying

Sandy Pagotto is Director of Strategic Solutions with CHA Learning, part of HealthCareCAN (Canada)

Participant 5

OBREAU is a practical framework to apply to change conversations… The framework enables structure and confidence to lean into change conversations whether small or large. Thank you again, really enjoyed the sessions and working through the model.

Participant 4

The Change Conversations course provided an insightful view into how best to approach not only conversations about change but also how to tackle any challenging workplace scenario. The OBREAU model, which is the basis of the course, is a straight forward guide to keeping conversations alive and robust. Don is an engaging facilitator and created a comfortable space for all participants to share thoughts and ask questions.

Participant 3

Don’s ability to engage and trigger thoughts around being more conscious and mindful about how we approach daily conversations is really effective. The online modules provide a healthy foundation for understanding some of the principles that can be applied… When combined with discussion sessions that he facilitates personally, it really allows for us to truly think about and spark a change in the way we think and act during these conversations.

Participant 2

The OBREAU principles helped me look at change management from a whole new perspective. The principles are relatable and can be applied to our personal lives as much as to our work lives. Thank you for introducing these to us and running the sessions.

Participant 1

I enjoyed the format of learning about the principles of OBREAU prior to attending the workshop and allowing the space for discussion in the workshop. Don was a fantastic facilitator of discussion and allowed us to bring real-life situations to the table and begin to unpack how we could apply the OBREAU method to help build psychological safety.

Gena Major

Gena Major

I experienced the effectiveness of OBREAU back in 2018-19 when I was involved in strained conversations with our union leadership regarding the introduction of a new technology for bus pre-trip inspections.

Using the method helped me better understand what was concerning the union leadership and aided me in gaining perspective on my own reactions, interpretations, and assumptions. As a result, I was able to engage with the representatives more positively than I might have previously. Beyond that experience, I can recommend OBREAU as a structure for illuminating almost any contested topic in a workplace and creating a basis for useful action.

I can vouch for Don Dunoon as a workshop presenter having seen him in action in his joint session at the World Conference on Quality and Improvement in Seattle in 2018. I presented on OBREAU with Dr. Rick Van Doel at the same conference, in Fort Worth, in 2019, and the participants seemed to share my view about the power of OBREAU.

Deputy Chief of Safety & Quality Assurance
MARTA (Metropolitan Atlanta Rapid Transit Authority)

Trisha Gott

Trisha Gott

Since 2019 I have been engaged in work with Don Dunoon and specifically, the OBREAU Tripod. For a practitioner committed to leadership learning through adaptive practice the OBREAU Tripod offered an avenue into adaptive work on the personal and organizational level. I have since shared it with students, faculty, and staff from across the university with great response. The tool provides a meaningful process and practice for navigating difficult conversations while maintaining commitments to adaptive practice and leadership.

Associate dean, assistant professor
Staley School of Leadership, Kansas State university

Clare Drake

I have had the pleasure of working with Don Dunoon since 2017 in the leadership and management development space for our organisation with a focus on improving relationships through conversations and building leadership capability.

Don has a switched on and approachable style.  In his sessions he listens attentively then offers questions or challenges according to what he has heard.  The way he uses language, especially in the OBREAU Tripod model, to create understanding and raise the level of thinking in a group session is impressive.  His level of knowledge in leadership and communication within the business context is exceptional.  Match this with his ability to hold space for people to grapple with shifting mindsets from technical to relational and adaptive makes his approach a deep and enriched learning experience.

Exploring the OBREAU has been a game changer for many of the managers in our organisation.  Having a majority technical and scientific workforce has sometimes meant the more human side of leading has been undernourished, which is why OBREAU has worked so well in our context.  It has given a framework for understanding and a tool to refer to but also just to try and understand the self and communication on a different level.

The use of blended learning as part of the exploration of OBREAU has meant that the understanding has deepened, and practice enhanced because the participants can come to the workshops raring to go.  I was able to be trained as a facilitator of these sessions and have only just finished leading my first cohort through.  It was great to see how the online modules got people thinking first then in the sessions they were sharing of how they had been experimenting with the concepts and what had and hadn’t worked.

The feedback we continually receive from the programs Don has designed, delivered and worked with us on has always been a cry for “we want more”!

OD consultant
scientific organisation, New South Wales

Human Resources Manager (New South Wales government agency)

Don has presented many leadership workshops with staff across my organisation to embed a culture of staff thinking about leadership and their role as leaders and how they can make a difference. I love it when I go into a manager’s office and they have a picture of the OBREAU Tripod on their wall or when a staff member tells me about a challenging situation where they framed their discussion around the Tripod.

I have attended many of the workshops as a sponsor and always learn something new and hear something I have never heard before. Don is nurturing and caring in his delivery, always working at coaxing involvement from the most introverted of staff.

Human resources manager (identity information can be shared on request)
NSW Government agency

Find Out More

Like to talk to us about Dialogue with OBREAU? Get in touch, we'd be happy to hear from you!