Inclusion: How to articulate caring inclusion and courageous conversations?
This difficulty in telling and hearing factual truths in organizations, under the guise that they are only subjective opinions, seems to me to echo the growing blurring between truth and fiction in our democratic societies, a dangerous game that a Trump compulsively promotes. Of course, as Kafka had already seen well, it is “difficult to tell the truth, because there is only one, but it is alive, and therefore has a changing face.” But, as the philosopher Myriam Revault d’Allonnes clearly shows in her book “La faiblesse du vrai: ce que fait la post-vérité à notre monde commun“, the result of the repeated transformation of de facto truths into opinions (“alternative facts”) leads, according to her, to the destruction of “the common space where common sense is developed, expanded way of thinking is based on the public use of reason.” The same can be said for organizations, in my opinion. It, therefore, seems essential to me to ensure that the benevolent communication training that accompanies the establishment of collaborative governance is properly perceived as an invitation to engage in courageous conversations, not to avoid them, to tell the truth even when it hurts. David Grimal of the philharmonic orchestra Les Dissonances expresses it by stressing that the key is to “combine demand and benevolence” (even if, in principle, benevolence well understood, already includes the requirement to tell the truth).
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