Fourth Lecture: Narrative Epidemics and Managing Change With Storytelling CORPORATE STORYTELLING sjoerd-jeroen moenandar [email protected] education | storytelling | culture
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Fourth Lecture: Narrative Epidemics and Managing Change With Storytelling
CORPORATE STORYTELLING
sjoerd-jeroen [email protected] education | storytelling | culture
o When stories spread like viruses
o Happen in three steps• Choosing the right story• Testing the story• Implementing the story
o Three important questions• Audience?• Narrative climate?• Storyteller?
NARRATIVE EPIDEMICS
2
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o For whom is the story meant?• Different intended
audiences, different stories• Finetune your stories• Who has access to the
audience?o Without a narrative
corporate culture, stories won’t spread
STORYTELLERS IN NARRATIVE EPIDEMICS
3
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o Connector (stage 1)• Large network• Connects people• Conveys and collects
o Explorer (stage 2)• Discusses and exchanges ideas• Gathers and spreads knowledge• Does not convince people• Collects and curates
o Pitcher (stage 3)• Convinces• Liked by everyone• Passionate about helping people• Conveys
STORYTELLERS IN NARRATIVE EPIDEMICS
4
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o Stories tell how the organization is experienced• Please note: policing is
not the objectiveo Stories motivateo Focuses not only action,
but also desire, ability and consequences
o Stimulates reflection
WHY STORYTELLING?
5
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o Change• When there’s trouble• When the organizational
context becomes different
o Three stages of change1. New goal becomes clear2. Reorganization starts3. The change is complete
CHANGE AND ORGANIZATIONS
6
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o Storytelling can help to overcome resistance
o Invite the workforce to share their stories• Personal stories• Create a common feeling
about the change• Opportunity to look at
change from different angle
1. NEW GOALS ARE MADE CLEAR
7
sjoerd-jeroen [email protected] http://sjmoenandar.blogspot.com
o Build team spirit around a common story• Common vision• Overcome resistance• Fine-tune communication• Clear future • Target groups for external
communicationo A new narrative memory
• Curating!
1. NEW GOALS ARE MADE CLEAR (CONT.)
8
sjoerd-jeroen [email protected] http://moenandar.blogspot.com
o Narrative memory helps to give meaning and focus
o Stories create caring about the future
o Change is no longer happening to the workforce, but they are themselves actively changing things
o Sharing stories about change with others makes clear where everybody stands
2. CHANGE IS IMPLEMENTED
9
sjoerd-jeroen [email protected] http://moenandar.blogspot.com
o Storytelling helps people to identify with the new organization and its goals
o Narrative memory provides stories to remember the change
o Continuous curating
3. NEW ORGANIZATION IS IN PLACE
0
sjoerd-jeroen [email protected] http://moenandar.blogspot.com
o Recognize and assess spontaneous change
o Plan and instigate changeo Make change meaningfulo Reflect on the process of
change• Themselves• Others• Dynamics with the larger
organization
MANAGING CHANGE
1
sjoerd-jeroen [email protected] http://moenandar.blogspot.com
o Re-tell the right storieso Listen to the stories being
toldo Curate the stories being
toldo Tap into narrative memory
• Who is resisting change, why?
• Who is embracing change, why
• Don’t police!
STORYTELLING AND CHANGE MANAGEMENT
2
sjoerd-jeroen [email protected] http://moenandar.blogspot.com
Related Documents
