Dr. Krishna Udayasankar, CEO and Founder, from her apartment balcony would often watch women gather and argue at the communal water taps in an adjacent colony. The daily arguments were not just about water scarcity, she realised, they were about a lack of a structure to dialogue with each other. “This is not about us going in and solving people’s problems,” she says. “It has to be about people developing the ability to solve their own problems by engaging with other stakeholders.”
This observation became the seed for Kshetra Foundation for Dialogue, which she launched in December 2021 bringing together her academic expertise in business-government-society interactions.
Understanding the approach
It often begins with a fight over an orange. Two children want it. One is hungry, the other needs the peel for a school project. The standard adult response — cut it in half — leaving everyone unsatisfied. But what if you asked a simple question, “What do you want the orange for?”
This parable is the cornerstone of the Dialogic Method, the approach developed by Kshetra. It is a deceptively simple illustration of a radical idea: that conflict, when navigated with curiosity, is not a problem to be solved but an opportunity to create value. Over the past four years, Kshetra has been taking this principle to the frontlines of India’s most complex social and institutional challenges.
Kshetra’s work is rooted in the belief that dialogue is not a soft-skill, but a socio-economic systemic capacity - a muscle that can be built - first in an individual, then their collectives, then the village and in due course society as a whole.
The Tangible results
With an estimated footprint of 5,00,000 lives touched through more than 1,35,284 end-users applying the Dialogic Method approach. The real story is told from the voices of people like Savitha (a local governance practitioner of the Dialogic Method), who says, “The belief that one has the capacity to solve a problem — this is the key to prosperity.” This belief is what Dr. Udayasankar and Kshetra Foundation for Dialogue instill.
[Pull quote] “Just because one does not see a problem, does not mean the problem does not exist. The belief that one has the capacity to solve a problem — this is the key to prosperity.” — Savitha, GPLF Member
Take the story of Tanuja, a Pashu Sakhi (community animal care provider) from Davanagere district of Karnataka. She and her veterinarian colleagues had faced hostility, even violence, while trying to vaccinate cattle. Farmers, reliant on daily milk income, feared the temporary drop in yield after vaccination. Previous top-down attempts had only deepened distrust. But when Tanuja shifted her approach and used the Dialogic Method in her work. She listened to the farmers' fears, acknowledged their financial concerns and invited them to reflect on the long-term cost of a sick cattle versus a few days of low yield. She facilitated conversations where farmers who had vaccinated their cattle shared their positive experiences. The result? Vaccination rates soared. Healthier livestock meant fewer emergency loans, which meant women could start saving and investing in small enterprises. This is the thread Kshetra is connecting.
Shivamma, a Local Community Resource Person, used dialogue to curb the misuse of micro-loans in her SHG. By bringing husbands and family members into the discussion, she helped shift borrowing from consumption to productive investment, sparking new businesses like roti-making. In Attigere village, Panchayat president Mahesh used the same approach to save a 60-year-old government school from closure. He convened a dialogic space with skeptical parents, teachers, and alumni, turning their resistance into a collective drive for improvement.
The thread that connects healthier cattle to more bank savings, and more savings to new livelihoods, and new livelihoods to a school’s survival, is Dialogue as systemic capacity.
Dialogue Quotient in the development
Looking ahead, Kshetra is developing a “Dialogue Quotient” — a way to measure dialogic capacity at individual and organisational levels, much like IQ or EQ. “What does a dialogic person look like? What does a dialogic organisation look like?” asks Dr. Udayasankar. The answers could redefine how India approaches social change - even making dialogue as fundamental to human development as literacy and numeracy.
