Dialogue in organizational context and places of strategy, argumentation and resistance

Abstract

The aim of this article is to understand dialogues not as actions intended to harmonize the organizational interlocution scenario, but rather as processes of divergence capable of making it a real place for exchanges, collective problems handling, and conflictive checking of a pretended equality between interlocutors, always placed in the scenario with varying levels of asymmetry. In this sense, we will consider dialogues in the organizational context as a humanization instance from the confluence of three specific places, which are socially and discursively produced: the place of the strategy, the place of the argumentation, and the place of resistance. Such places tend to encourage continuous creation of dialogical scenes in which participants become autonomous interlocutors.