Abstract

In this article I discuss some potential problems inherent in dialogue based methods when it comes to contributing to enduring participatory change. By dialogue-based methods I refer mainly to the dialogue conference and the development organisation, as described by Gustavsen (1992) and Pålshaugen (1998), (2001) and (2002). In a broader sense I refer to the linguistically oriented framework of these methods. The empirical context for the paper is a planned enterprise development project. This will be run as a network project among four to seven small and medium sized companies and at a general level it aims to increase the capacity for continuous learning and change in the enterprises. Here the involvement and mobilisation of all employees is important, and dialogue-based methods will be used. Based on prior work with these enterprises, I see some potential obstacles up front concerning the ability of dialogue-based methods to contribute to enduring participatory change. In the article these concerns are discussed through different theoretical perspectives and illustrated with examples from the field