While supporting the 4C project, a cross-sector partnership between coffee traders, producer organisations and international civil society organisations the founder and Executive Director Petra Künkel of the Collective Leadership Institute, identified the factors that make a cooperation project successful. She noticed that the focus of project management is top-heavy on structure and how important the quality of dialogue between project stakeholders is. Over the years she collected her experiences and developed a model that balances the ancient human knowledge of dialogue and collective intelligence with result-oriented process design and communication architecture. This is how the Dialogic Change Model was born.
The Dialogic Change Model offers a toolbox that allows for result-oriented, structured planning and implementation of a stakeholder dialogue.
