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Full Description
" . . . I thoroughly endorse the book. . . Fairtlough is an excellent thinker."
Napier Collyns
"Takes Arie de Geus's thinking forward . . I have no hesitation in recommending it for publication."
Gill Ringland
"The most important aspect is the potential to legitimise the use of storytelling in a business environment . . and help management think outside the box."
Arie de Geus
Story-telling is one of the best ways for individuals, groups, organizations and societies to learn. Skill in story-telling and in other narrative activities allows us to understand complexity, live with uncertainty, communicate well and increase personal and organizational effectiveness. As organizations move away from old-fashioned command and control, they will increasingly need the bonds of shared stories, which create shared language, shared visions and shared values.
Contents
Acknowledgements
1 Stories in Action
Resistance to story-telling
How story-telling works its magic
Types of narrative
Ways of creating stories
Story-telling skills
Seven histories
The rest of the book
What readers will get from the book
2 M4 Technology -
Stories for Truth and Trust
Communication
This chapter
A theory of truth and trust
Practices and stories
Accept vulnerability
Seek empathy
Seek transparency
Promote dialogue
Avoid groupthink
Support truthful politics
Conclusion
3 AutoCorp -
Learning
Individual learning
AutoCorp: the past
AutoCorp: stories for the future
A training tale
A coaching tale
A mentoring tale
A cautionary tale about not learning
Conclusion
4 Themis -
Using Stories in a Professional Development Community
Lyn's story
Perspectives and practices
The history of Themis
A note on written stories
Conclusion
5 Matters of Life and Death -
Using stories in the National Health Service
Value conflicts
Embracing error
Trusting your judgement
A positive approach to dilemmas
Stories about stories
Barchester District
Complexity
Conclusion
6 AutoCorp -
Evolving
Facilitating change
Coping with complexity
Another virtuous circle
AutoCorp's change programme
Uncertainty
Ambiguity
Self-organising change at AutoCorp
An experiment in self-organisation
Conclusion
7 LIFT -
Stories for Innovation
The London International Festival of Theatre
Imagination, vision and stories
Stimulating your imagination
Making connections
The right space to tell the tale
Boundary spanning
Building an organisation
Expanding the vision
Renewing the vision
Conclusion
8 Kenya -
Scenarios for a Country's Future
The Mont Fleur scenarios
The benefits of scenarios
Kenya
Story-telling and scenarios
Mount Kenya Safari Club
The research workshop
Detoxifying the mind
Further workshops -
Lake Baringo, Mombasa and Amboseli
The scenarios
Influence of the scenario project
Conclusion
9 Thinking about Stories
Story characteristics
Stories in organisations
Stories and learning
Stories and society
Conclusion
10 Tools and Techniques for Story Use
A note on ethics
Chapter format
Story-telling frameworks and starting points
Workshop games and activities
Developing your own skills
A note on story-telling and organisational research
Conclusion
11 The Future of Story-telling in Organisations
Key points from the seven histories
What we learned while writing this book
Story-telling and complexity
Respect for other people
Art and emotion
Negative possibilities
Story-telling and sustainability
References
Further Reading and Resources
Index of Stories
Subject and Author Index
