I'll take a shot at this. However, it will be easier for me to address
the question by turning the it around a bit and then focusing on what
PROMOTES dialogue.

1. Active Listening; It's an important skill. Listen, first, then
speak. Remember, you're there to learn about THEIR problem, not how
good at SOLVING what you think their problem is. Repeat back back what
the other party has said (your words) to reinforce what you've heard.
If you don't demonstrate that you're listening, you're loose their
interest in participating.

2. Agenda Control; Nothing is more counterproductive, especially to
your productivity and credibility than a meeting that spins out of
control. Unless you have a purpose and objectives for any formal
exchange of dialogue (a meeting) it should not occur. I like a focus on
actionable objectives and outcomes. Recap each decision point and move
on to the next.

3. Trust; Allow others to speak honestly and openly. If they don't feel
they can trust you, they won't trust you with their deepest and best
thinking. So you've got to establish high levels of trust to encourage
and support dialogue.

4. Follow-Up/Follow-Through; I call it the First Impressions effect.
When dialogue takes place it presumably does so because there is an
expectation of followthrough, of action that results from such
dialogue. Initially, you have the benefit of the doubt, albeit for a
short period of time. If you don't act quickly, you'll lost an
opportunity to build a strong foundation for a good relationship.
People want more than empathy or a pat on the back. The 'feel good'
stuff only lasts so long until you need to deliver on your promises --
through actions.

5. Don't Over Promise; In business, it seems about half wait until the
last minute and the other half hasn't a clue about what's really
involved in making any sort of quality effort at something (look at the
dismal record on software project performance in the CHAOS report and
others). If you overpromise/underdeliver against expectations; you'll
damage both trust and future dialogue. Don't commit to situations where
there's any doubt in your mind regarding your ability to perform. It
doesn't matter as much about capability (since we all like the
challenge) as much as it does about raw capacity (in terms of time) to
perform within the established timeframe.

So dialogue results from active listening and trust. Don't listen,
don't build, support or sustain trust and dialogue quickly diminishes.

rs