ABSTRACT
Dialogue is an essential ingredient of any intervention directed at changing a situation and is a vital competence for any adviser. While it is not easy to facilitate true dialogue, it is a capability that can be developed in its own right. Real dialogue can create collectively shared and owned understanding and an agreed direction of effort as well as clarity about divisions of tasks and responsibilities.
This chapter by Marianne Mille Bojer reviews factors critical to the success of capacity-development processes that use dialogue as a key philosophy. Her excellent menu of dialogue tools and approaches shows the reader what is on offer and how to choose between them. She also provides concrete examples of how some of these methods have been used.
