ABSTRACT

This chapter presents a story of a Chinese IT company that introduced collaborative-dialogic practices (C-D) at its leadership levels and its emergent effect within the company. It began when the Human Resource director, Dolly, attended a training on C-D and returned to the company and enthusiastically shared what she had learned with the Research and Development department director. The company promptly and systematically adopted C-D with its directors and managers, and with some employees at each company level. The company is in the Internet Technology sector, which worldwide is confronted with rapid daily industry changes and a market culture that is changing from a focus on traditional products to one on operations and services. Once the impact of C-D began to be felt and valued it rapidly spread across the company. As part of the company culture, directors and managers believe that each employee and each candidate in the Job Competition process has value.