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The purpose of this paper is to elaborate on the role of a group facilitator when taking a dialogical stance. A special interest is facilitator’s processual responsiveness and its potential for supporting a dialogic approach to process facilitation.

Theoretically, the article is based on dialogue and dialectic relationship theory. Empirically, it is based on pragmatic analysis of excerpts from audio recordings of a two-day process facilitation with an organizational group called KUDIAS.

The analysis highlights the importance of processual responsiveness of the facilitator in terms of focused attention to the process as well as to the interpersonal relations between the participants in the process. Being processually responsive, the facilitator supports the process in becoming dialogic toward all participants’ perspectives and in creating a climate characterized by curiosity, wondering, exploration and recognition. However, facilitator’s processual responsiveness also requires the ability to balance the process between support and confrontation.

Processual responsiveness is developed and discussed theoretically as well as empirically.

The purpose of this paper is to present an approach to group coaching in the workplace that can enhance shared learning in groups and teams through dialogue as opposed to group members’ individual positioning through discussion and debate.

An action research project conducted throughout one year in collaboration between the management groups of the Elderly Care in a Danish municipality, two organizational consultants and two researchers from the Department of Communication and Psychology at Aalborg University. The dialogical approach to group coaching is developed in the interaction between dialogue theory and the performance and close analysis of 12 video-taped coaching sessions with four management groups. The development of the dialogic group coaching concept is further supported through common reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews, reflections between researchers and groups in initial meetings as well as during the coaching sessions and final interviews.

The non-directive approach of dialogic group coaching is inspired by Transformative Mediation. This approach includes a focus on empowerment and recognition within the group in terms of promoting common reflection and learning. This also appears to diminish conflict talk and conflict-based relationships. Further, the dialogic approach emphasizes the importance of a coaching contract to create a common basis for reflection and action, which is found to reduce individual positioning.

The paper develops a dialogic concept of group coaching in theory and practice, while focusing on the learning processes and development of the participating management groups.

Good stakeholder relations are crucial for the corporate image and reputation of modern organisations. One important management tool for use in successfully establishing good stakeholder relations involves management conversations. Until now these conversations have not been investigated extensively either in general or specifically within the field of corporate communication. The purpose of this paper is to contribute to this developing field of research by presenting the results of a study of management conversations.

The paper investigates the ways in which various management conversations are used strategically in companies to benefit relations with stakeholders and the image or reputation of the company concerned. The conversations studied are recruitment conversations, job appraisal interviews, round‐table sickness leave conversations and dismissal conversations.

The paper shows that the companies involved are aware that such conversations should be used as tools for implementing their company strategy and values. However, the strategic potential of these conversations is not fully exploited, and specific crucial aspects like values communication are more prevalent in some conversations than in others.

The paper highlights the need to gain deeper insight into the correlation between various management conversations on the one hand, and management conversations and strategy on the other.