Abstract: The thesis at hand marks the end of five years of study at Aalborg University with-in the field of interpersonal communication in organizations. It concerns a fusion of theory and practice and aims to combine these two perspectives, through a thorough elaboration of our epistemology taken into practice though collaboration between us and a department from the local government in Ny Hjørring Kommune. Through a theoretical discussion, we place ourselves within a scientific method - social constructivism - which forms the fundament of our theoretical ideals. We complement the social constructivist understanding of communication by means of the system theorist Nik¬las Luhmann. Hereafter we elaborate our methodological approach though the use of action research (AR) and supplies this with an addition to the perspective of power in terms of Foucault’s view on the subject. Through the use of AR, we engage in a practical oriented course of actions with the orga¬nization. This leads to a collaborate development of an evaluating method that seeks to em¬power two teams use of a prior implemented team-model within the organization. Through the ideals from our epistemology and the methods from AR, we perform a preliminary investigation and gather knowledge and information about the organization. With the re¬sults from an organizational analysis using Morgans brain metaphor and Luhmanns system theoretical view of organizational systems, we attain an insight of the organizations struc¬ture and values. At large we find that the organization has a dialogical funded, team based structure, which seeks to encourage the employees to work within self leading teams. These results are used in the further process, where we engage two teams in practical exercises based on dialog and reflection, which aims to resolve two aspects. First we engage the teams in focus group interviews that seek to uncover their understanding, use and op-inion about the team model. Second we aim to further their understanding of the model and engage the team members in debate concerning how and why the team model should be used. The empirical data we attain though the interviews, are used in a critical discourse ana-lysis using Faircloughs approach. This gives us a context-oriented analysis of the team members linguifications, which we discuss in comparison to the organizations expectations to the use and perception of the team model. In conclusion, we suggest a plan of action that includes a merger of perceptions of the team model and practical suggestions on how to accomplish this. In retrospect we find that our epistemology is relevant and fulfills the function of a methodological frame of understanding, which can be used in initiatives con¬cerning dialogical based organizational development.