Dialogue: Quest for UderstandingThe

Dialogue: Quest for Uderstanding
The dialogue model involves the deeply conscious interaction of two parties in communication.
It involves a sincere and competent attempt at mutual understanding, the kind of communication described by existentialist philosopher Martin Buber (1947). It is what Sieberg (1976) called "confirming communication," which seeks to heal and strengthen relationships: "Confirmation, like existential dialogue, is a mutual experi-ence involving sharing at several levels-sharing of talking, sharing of self, sharing of re-spect, sharing of trust."Dialogue involves four goals useful to public relations:
1. To provide for an information exchange between individuals or groups
2. To help communication partners make responsible and personally acceptableh decisions
3. To help revive the original vitality of a relationship
4. To foster a deep relationship that continues to unite communication partners ever more closely
Dialogue also generates two management practices—consensus building and conflict resolution—which help parties consider issues in light of their mutual needs and arrive at solutions that enhance their relationship.Consensus building is a process of identifying and then preventing or overcoming barriers between people and/or organizations.The related concept of conflict resolution involves making peace and restoring harmony, often with communication as the primary tool.Carl Botan (1997) observed the relationship between dialogue and ethics. He noted that dialogic communication is characterized by a relationship in which both parties genuinely care about each other rather than merely seek to fulfill their own needs. This kind of relationship is embodied in the symmetrical model of public relations, in which organizations try to adapt and harmonize with their publics. It elevates publics to an equal footing with the organization itself, allowing either party in the interchange to take the initiative. An example of this would be an equal relationship between corporate management and either an external public such as an activist group or an internal public such as an employee union, in which either side could call meetings, propose agenda topics, conduct research, launch a communication program and so on. Botan also noted that advances in communication technology have made it easier for organizations to engage with their publics in a two-way dialogue. In the practice of strategic communication, there is a role for each type of communication model: information, persuasion and dialogue. Information approaches to communication often focus on the message sender and receiver, while persuasive communication deals with the content of the message. Dialogue, in turn, emphasizes the relationship between the parties in the communication process. Each of these elements is important to public relations, which necessarily deals with the actors in the
communication process, the messages shared between them, and their relationship.

Kết quả (Việt) 1:

Đối thoại: Quest for UderstandingMẫu đối thoại liên quan đến sự tương tác có ý thức sâu sắc của hai bên trong giao tiếp.Nó bao gồm một nỗ lực chân thành và có thẩm quyền tại lẫn nhau, sự hiểu biết, các loại thông tin được mô tả bởi nhà triết học existentialist Martin Buber (1947). Đó là những gì Sieberg (1976) gọi là "xác nhận thông tin liên lạc," mà tìm kiếm để chữa lành và tăng cường mối quan hệ: "xác nhận, giống như đối thoại hiện sinh, là một lẫn nhau experi-ence liên quan đến chia sẻ một số mức chia sẻ nói chuyện, chia sẻ của bản thân, chia sẻ của re-spect, chia sẻ niềm tin." Đối thoại liên quan đến bốn mục tiêu hữu ích để quan hệ công chúng: 1. để cung cấp cho một trao đổi thông tin giữa các cá nhân hoặc nhóm 2. để giúp làm cho đối tác truyền thông chịu trách nhiệm và cá nhân quyết định acceptableh 3. để giúp hồi sinh sức sống ban đầu của một mối quan hệ 4. để nuôi dưỡng một mối quan hệ sâu sắc mà vẫn tiếp tục thống nhất giao tiếp đối tác chặt chẽ hơn bao giờ hếtDialogue also generates two management practices—consensus building and conflict resolution—which help parties consider issues in light of their mutual needs and arrive at solutions that enhance their relationship.Consensus building is a process of identifying and then preventing or overcoming barriers between people and/or organizations.The related concept of conflict resolution involves making peace and restoring harmony, often with communication as the primary tool.Carl Botan (1997) observed the relationship between dialogue and ethics. He noted that dialogic communication is characterized by a relationship in which both parties genuinely care about each other rather than merely seek to fulfill their own needs. This kind of relationship is embodied in the symmetrical model of public relations, in which organizations try to adapt and harmonize with their publics. It elevates publics to an equal footing with the organization itself, allowing either party in the interchange to take the initiative. An example of this would be an equal relationship between corporate management and either an external public such as an activist group or an internal public such as an employee union, in which either side could call meetings, propose agenda topics, conduct research, launch a communication program and so on. Botan also noted that advances in communication technology have made it easier for organizations to engage with their publics in a two-way dialogue. In the practice of strategic communication, there is a role for each type of communication model: information, persuasion and dialogue. Information approaches to communication often focus on the message sender and receiver, while persuasive communication deals with the content of the message. Dialogue, in turn, emphasizes the relationship between the parties in the communication process. Each of these elements is important to public relations, which necessarily deals with the actors in thecommunication process, the messages shared between them, and their relationship.