Solving Common Dialogue Problems

Dialogue is an essential component of a story. Through dialogue, we learn about characters’ personalities, we see characters react to events, and we understand the relationships they have with each other. Dialogue allows the reader to visualize scenes. Authors use dialogue to follow the adage “show, don’t tell” what happens.

When we help authors edit manuscripts, we frequently have to solve three common problems with dialogue:

confusion,
stasis, and
displacement.

We use these terms to categorize the three strategies we use to improve dialogue. To help understand these common dialogue problems, let’s look at an example of poor dialogue, study how it illustrates these problems, and then find solutions.

John and Tom walked into the restaurant and sat down.
“Do you know what you want?”
“Not really. I’m hungry enough to eat a horse.”
“You’re in luck. Horse meat is on the menu.”
“You’re kidding, right?”
“Nope. Look at the back page under ‘Chef’s Specials.’ ”
“Holy cow! You’re right. That’s gross.”
“Not really. It’s pretty good, actually.”
“There’s no way I w
ould eat horse meat.”
“You already have.” “Huh?”
“Remember those burgers we ate when I had you for a cookout last month?”
“Please don’t tell me that was horse meat.”
“Ok, I won’t. But you sure enjoyed them.”
“I think I’m going to be sick.”
“Oh, don’t be such a snob. I thought you liked Chinese food.”
“I do, but what’s that got to do with anything?”
“Well, the Chinese eat over a million and a half horses each year.”
“Maybe Mexican food would be better.”
“Same problem. They eat six hundred thousand each year.”
“That’s it. I’m going home for Italian cuisine. No, don’t tell me!”

Obviously, this is a back and forth exchange between two characters, John and Tom. They each talk in turn. In this sample, the reader will learn about each character’s prejudices and the nature of their relationship. In that regard, the dialogue is fine. However, it suffers from confusion, stasis, and displacement.

1. Confusion Problems in Dialogue

Problem: Who is talking? In the sample, which character likes horsemeat and which one is grossed out? You don’t know because the author didn’t tell you. In many dialogues where we see this problem, the author will indicate who is speaking first, or, at a minimum, give the reader a clue. Following that first indication, however, the author leaves the reader to figure out who is speaking, leaving the reader confused.

In this sample, we could indicate that the first speaker is John.

“Do you know what you want?” asked John.

Then, because this is a back and forth exchange, we could figure out who is saying what. After a number of exchanges, though, the reader may lose track and have to study the dialogue carefully, naming the character for each statement: This is John, this is Tom, this is John, this is Tom, etc. Basically, the reader is doing the work the writer should have done.

When you confuse your reader this way, you make the reader work too hard to understand the dialogue. You force the reader to pay attention to the writing, which means the reader is not engaged in the story. Fortunately, this problem has a simple solution.

Solution: Label the speakers. Tell the reader who is speaking. You don’t need to label every line, every few lines is sufficient for the reader to keep track. Also, if you want the reader to focus mainly on one character, only label that character’s speech. Generally, we recommend labeling both, or all, speakers. Following this advice, the sample exchange might include this.

“Please don’t tell me that was horse meat” said Tom.
“Ok, I won’t. But you sure enjoyed them.”
“I think I’m going to be sick.”
“Oh, don’t be such a snob,” said John. “I thought you liked Chinese food.”
“I do, but what’s that got to do with anything?” Tom asked.

Now the reader knows who is speaking. Problem solved.

2. Stasis Problems with Dialogue

Problem: What are the characters doing? “Stasis” means “the state of being motionless.” When people talk, they also act. They move, look, gesture, and inflect. What they don’t do is keep completely still.

To help the reader visualize the scene, the author lets the characters move. These movements are important. Movement shows how they feel about what they hear or say. This shows the reader important information about characters’ feelings and personalities. Movement also helps to clarify who is speaking, which helps with confusion problems. Most importantly, movement during dialogue makes the scene more realistic and engaging to the reader. Look at this pair of sentences.

“Do you know what you want?”
John looked up from his menu and asked, “Do you know what you want?”

The second sentence not only tells us who is speaking (confusion problem) but also shows the reader what John is doing while speaking (stasis problem).

Solution: Include necessary actions. To add realistic, and necessary, movement to dialogue, the author needs to imagine the scene in his or her mind, and then describe what occurs. The challenge for the writer is to determine which actions are necessary to understanding the scene, the characters, or the meaning of the dialogue. For example, the author of this sample could have written the following.

“You already have.”
Tom leaned forward, mouth agape. “Huh?”
“Remember those burgers we ate when I had you for a cookout last month?”
“Please,” Tom said, “don’t tell me that was horse meat.” He put his hands over his ears and scrunched up his face.
“Ok, I won’t,” John said and smiled broadly. “But you sure enjoyed them.”
“I think I’m going to be sick.”

Now the reader knows what the characters are doing. Problem solved.

3. Displacement Problems in Dialogue

Problem: Where is the dialogue occurring? Events happen somewhere. Dialogue occurs in a place, not in a void. It has an environment. The environment includes sights, sounds, smells, and other people. The environment also includes thoughts and memories. Basically, anything that affects the characters’ words and actions are part of the environment. Displaced dialogue, meaning dialogue that occurs in a void, won’t engage the reader, won’t help the reader to visualize the scene, and won’t provide a context for the characters’ actions.

Let’s study one line from the sample and ask questions about the environment.

“Holy cow! You’re right. That’s gross.”
Tom is upset about the fact that the restaurant serves horse meat. That’s pretty obvious from his words. Now, if the restaurant serves it, are the other patrons eating it? Can he detect an unusual smell in the air? If the kitchen door swings open, can he see a horse carcass hanging against the wall? Does Tom know anything about cultures where horse meat is eaten? What are his feelings about horses? This one line is crucial to the rest of the exchange, so let’s put it in place.

Solution: Provide an environment. The author needs to show the environment for the dialogue, i.e., to put the dialogue in a place. When we imagine the scene mentally, we can identify parts of the environment that help the reader to understand the character’s actions and reactions. Think about both the external and internal environment. The external environment includes what occurs around the speakers. The internal environment includes what occurs in the speakers’ minds. This will also help solve confusion and stasis problems. When we put the sample dialogue in place, we get this.

“Holy cow! You’re right.” Tom swept his eyes across the tables in the restaurant. Was anyone actually eating horse? “That’s gross.”
“Not really,” John said and set down his menu. “It’s pretty good, actually.”
The waitress came to take their order. John noted Tom’s discomfort and told her that they would probably need a few more minutes.
Tom leaned in and whispered, “There’s no way I would eat horse meat.”
“You already have.”
“Huh?”
“Remember those burgers we ate when I had you for a cookout last month?”
“Please,” Tom said, “don’t tell me that was horse meat.” He put his hands over his ears and scrunched up his face. He remembered eating two—and enjoying them.

Now the reader knows the environment for the dialogue. Problem solved.

Conclusion

By solving these three problems with writing dialogue—confusion, stasis, and displacement—an author can create dialogue that is important, that interests the reader, and that seems realistic. Take a look at Hemingway’s writing. Earnest Hemingway is known for his minimalist approach to writing, yet he, too, addresses these issues. And few readers would argue against the quality of his writing. Now examine your own writing and ask yourself these questions:

Will the reader know who is speaking?
Are the characters acting in a realistic manner?
Does the dialogue occur in an environment?

We ask these questions when working with clients, and we either advise the authors to revise their manuscripts or we do it ourselves, depending on the level of service. In either case, the result is great dialogue.

David Bowman is the Owner and Chief Editor of Precise Edit, a comprehensive editing, proofreading, and document analysis service for authors, students, and businesses. Precise Edit also offers a variety of other services, such as translation, transcription, and website development.

Exploring Inner Dialogue As It Relates to Self Esteem Issues in Women

In this culture self esteem issues are often more apparent in women.

I would never belittle the importance of these issues in men as well, but as a woman I am better equipped to discuss self esteem issues in women. So this article does lean towards that perspective.

Your Inner Voice: I think much of our conflicting inner dialog is lodged painfully in our own recollection of how we were valued at an impressionable age. Isn’t it true that you really are your own worst critic? That critical negative voice, nagging you thorughout the day, undermining your self esteem? It’s kind of hard to believe that we would willingly create this form of self-torture, but the fact is…we do!

Why? Well,any series of happenstance or painful past events, parents, friends, history, what have you, could have caused this… I could rant endlessly against all the wrongs and causes in my life. But ultimately I had a freeing thought: not to be unsympathetic, but does the cause really matter? The past cannot be changed, but we are here now. I have gone that route myself as I have a sob story I can and did blame everything on.I spent years ranting and raving at the injustice of my childhood circumstances all to no avail. A particularly large chip on my shoulder concerning self esteem issues in women came from the old-world cheauvenistic degradation of my environment. Finally I realized, why waste another moment of my precious life energy entertaining anything that has to do with those people? After all, it never got me anywhere but back to square one in my own mind.

I was unaware of the role I was playing for a long time, then I went through the process of re-writng my inner responses to my history. Now if you know my life story or have read the book, then you already know I was raised in a super cheauvenistic cult environment and have had to overcome a lot (to say the least) of negative implanted thinking and feeling, most of which led me to believe what I was told from a very early age, which is that I did not have the ability to make decisions for my own life…that is my past. “The fact of the matter is”, many people say, that “you can’t change it”…or can you? I’m not talking about jumping into a time machine and rewinding history, but about rewiring our experience of and therefore responses to history!

So we got hooked up a certain way, we are trained how to feel, react and interpret our world from a very young age by forces outside of our control at the time…so I say, why shouldn’t we roll up our sleeves now, dive in and give ourselves an overhaul to our own specifications? After all, would you let your grand mother pick out your clothes every day for the rest of your life? Well I don’t know about you, but personally…well…let’s just say it wouldn’t work for me! So, where do you begin? Don’t you have to study a problem before you can fix it? Well that sounds obvious, but isn’t it rather difficult to study your own subconscious? After all that is why they call it the “SUB Conscious.” It is primarily hidden beneath the surface. Hence the age old industry of psychology, psychotherapy, counseling etc. (and I am in no way disparaging them, and would ever claim to replace them, they are a wonderful asset to the life-distressed, myself included.) this is just an approach, an addition if you will, that worked for me that I wish to share, and it may or may not be right for you.

So now what? Quite frankly “self esteem issues in women” sounds like an overwhelming issue to tackle. How do you fix a problem you cannot see? Well, frankly, you don’t. Just start to ponder the idea, don’t worry about that right now. The first thing you do is make the invisible…visible. “How” you might ask? This is where what I call “The Healing Author Course” Begins…who knows you better than yourself? I mean your deep subconscious self? We are led to believe that we are helpless to understand our own minds and hearts “leave that to the professionals” they say “you don’t have the skills.” Yet I believe we all have that vision within us. How do you access your sub conscious without editing it? Unfiltered, un-edited by judgments or condemnation? Have you ever heard of free form expression? Basically brainstorming your subconscious. This can be done through the process of journaling. What is the most powerful tool of expression and reinforcement? Language! The spoken and written word. You use it every day to communicate to other people in your life. Well now it is time to communicate with yourself. “That’s silly!” you may say. Rest easy, I don’t mean roaming the streets mumbling like a crazy person, but you do think about things all day long right? The only problem with this is that we have a constant filter in place that prevents us from seeing the raw input, once again that inner voice.

Through journaling you will be free form writing to reveal yourself to yourself. This can be a very scary process, who doesn’t fear the thought of discovering something they don’t like about themselves? It is not about judgment, but discovery, that is the first step. It is actually quite simple, you will set aside time alone to pour yourself out onto paper. This is only for you and a first step in learning more about yourself. What does this accomplish? You are just exploring the environment that was created so that you can choose how to re-create it.

Lyca Shan is the founder of Firewalker Enterprises. A passionate author and speaker she focuses on helping others overcome their experiences of hardship and trauma by delivering the message that “Every person is born with the inner strength to rise above their individual circumstances and find happiness within themselves despite their environment.” Learn how to defend your dreams using mental martial arts!

Leadership Development — Create a Culture of Dialogue

Introduction 

In any organization, people are talking.  They talk about life, work, careers, and their bosses.  Yes, they are talking about you; count on it.   Are these conversations helping or hurting your ability to get results?  

What is Effective Communication? 

Leadership development efforts tend to focus on setting clear goals, hiring the right people, clearing obstacles, and communicating effectively.  But the leader’s ability to communicate is only part of the challenge.  How can a leader influence the conversations taking place when he or she isn’t there? 

Effective communications in a business are not limited to the leader’s ability to make good speeches, write effective emails and hold town hall meetings.  All of these things are valuable, but only to the extent that they impact other conversations.  After every speech or town hall meeting, people go off and talk among themselves.  What are they saying about your agenda?   

What if you could control all of those conversations? 

Well, You Can’t… 

Face it, control is a bit too much to ask for.  What you can have is the next best thing.  You can have confidence that people are talking about the things you need them to be discussing, and doing it openly.  To do that, you need to create a culture of dialogue. 

Culture simply refers to behavioral norms, so a culture of dialogue is one in which everyone is comfortable and expected to be engaging in conversations about their work, their work processes, and their leadership.  When the culture encourages open dialogue, it effectively shuts down destructive conversations, hidden agendas and other debilitating behaviors. 

In a culture of dialogue, it is safe — and you are encouraged — to say what you think.  People who tend toward silence are drawn in by peers who want to know what they’re thinking.  Key Opinion Leaders are identified and respected, and they make sure the leadership is getting honest, objective feedback on not only their leadership agenda, but on their behavior as well. 

Leadership Behavior 

Your ability to create a culture of dialogue is dependent on your own behavior.  What do you do when your plans are challenged?  What do you do when you make a mistake?   

Too many leaders have to be right.  They shout down challengers.  And let’s be clear, when you’re the leader “shout down” is not a literal term.  You can use your position to dismiss a challenger, and even ignore them.  It’s the same as shouting them down. 

To create a culture of dialogue, be willing to sacrifice your ego.  Your goals and agenda are important, your pride is not.  Be open to feedback.  Acknowledging critical feedback will have a huge impact on the culture, even if you don’t act on the criticism.  And you should only act on the criticism if, after careful consideration, you believe it is warranted.  You don’t need to be a wimp to create a culture of dialogue! 

For your part, make sure you criticize behavior first.  Don’t criticize or discipline people for anything other than bad behavior.  To create a culture of dialogue, your number one job is to make it safe for people to have important conversations, out in the open.  More than anything else, your behavior and the behavior of the other members of your leadership team will dictate whether or not people feel safe.

The organization that isn’t changing is dying. To learn more about Strategies for Managing Change, visit www.thomasjodea.com


Tom O’Dea has over 30 years of IT experience, with 20 years of senior leadership in IT and Professional Services with multibillion dollar corporations.