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"the ability to see an organization as a fundamentally linguistic entity. From this vantage, conversation is the primary organizing principle of organizational management. By “conversation,” we mean any linguistic means of communication, ranging from speaking and listening to writing and images. Put simply, a company is the sum of all corporate dialogues, what we call a “network of conversations.”
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Conversations, whether acknowledged or not, are going on all the time; unacknowledged conversations, however, are not being managed or led. Managers assume that passing along memos, directives, and policies constitutes “conversation,” but often these become mere “topics” of the real, informal conversations that are already occurring in the larger network. Recognizing and managing conversational networks can enrich and accelerate diverse information flows.
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This ubiquity of conversations makes the “network of conversations” perspective not only powerful but also an imperative for managers and leaders.
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Leadership conversations are concerned with creating a compelling organizational future ... Senior leadership is responsible for securing a company’s long-term competitive outlook, usually expressed as the corporate-level strategy, vision, and purpose. Although these conversations may begin in the C-suite, their ultimate success depends on engaging and energizing the stakeholders who must act to realize that future.
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Managerial conversations are aimed not at the long-term future but at the short-term future, which is organized in projects and corporate initiatives that are ultimately expressed in results. These projects and initiatives come from, and are led by, the needs of the long-term future, not by management. Looking back from the future, managers see what needs to be in place if the created future is to come to fruition. They then facilitate the conversations needed to realize the near-term future.
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Individual conversations are about the future called “today.” In high-performing organizations, individuals get what they need to do today from their projects and initiatives, which in turn are determined by the needs of the long-term future. Ensuring that conversations about today are aligned with conversations about the long term is a key leadership challenge."

Trechos retirados de "Your Organization Is a Network of Conversations"