Further adding, the practice of dialogue is a community building practice. So this sense of community has the power to transform organizational culture. Recently, many studies have been conducted on the effect of dialogue on organizational culture. The "success stories" of the major culture change programs of British Airways, ICL and British Telecom (Armstrong 1990; Price & Murphy 1987) and Nissan (Kotter & Heskett 1992) are often cited as leading examples of effective culture change through change in dialogue within companies. Two main approaches responsible for changing organizational culture have been identified, called top down and bottom up according to Thorhill.a in his book on change management; a strategic approach to human resources. “Cultural engineering approach” (see Palmer and Handy 2000) is also the name given to top down where the top management of the company or an organization is assumed to have in-depth knowledge of ideal values, behavior and standards That