The leader's guide to storytelling: mastering the art and discipline of business narrative
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
San Francisco, Calif.
Jossey-Bass
2005
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018939367&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXIV, 360 S. Ill. - Ill. |
| ISBN: | 078797675X 9780787976750 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | 1 Contents j
Introduction xi
The purpose of the book and the process by which it came to
be written.
Part One: The Role of Story in Organizations 1
1 Telling the Right Story: Choosing the Right Story 3
for the Leadership Challenge at Hand
Narrative can add value to eight major leadership challenges.
Based on the author s personal journey of discovery, the
chapter offers a catalog of narrative patterns and a cost-
benefit analysis of organizational storytelling.
2 Telling the Story Right: Four Key Elements 25
of Storytelling Performance
In an organizational context, telling the story right usually
begins by choosing a plain style in which you tell the story as
though you are talking to a single individual. You tell the
truth as you see it, and prepare carefully for the performance.
In the actual performance, you make yourself fully available
for the audience and endeavor to connect with them as
individuals.
Part Two: Eight Narrative Patterns 45
3 Motivate Others to Action: Using Narrative to Ignite 47
Action and Implement New Ideas
The challenge of igniting action and implementing new ideas
is pervasive in organizations today. The main elements of the
kind of story that can accomplish this—a springboard
story—include the story s foundation in a sound change
idea, its truth, its minimalist style, and its positive tone.
vii
Contents
4 Build Trust in You: Using Narrative to Communicate 77
Who You Are
Communicating who you are and so building trust in you
as an authentic person is vital for today s leader. The type of
story that can accomplish this is typically a story that focuses
on a turning point in your life. It has a positive tone and is
told with context. Sometimes it is appropriate to tell your
story, but sometimes it isn t.
5 Build Trust in Your Company: Using Narrative 102
to Build Your Brand
Just as a story can communicate who you are, a story can
communicate who your company is. A strong brand is a
relationship supported by a narrative. It s a promise the
organization has to keep, and it begins by making sure that
the managers and staff of the organization know and live the
brand narrative. The products and services that are being
offered are often the most effective vehicle to communicate
the brand narrative to external stakeholders.
6 Transmit Your Values: Using Narrative to Instill 121
Organizational Values
Values differ: there are robber baron, hardball, instrumental,
and ethical values; there are personal and corporate values,
and espoused and operational values. Values are established
by actions and can be transmitted by narratives like parables
that are not necessarily true and are typically told in a
minimalist fashion.
7 Get Others Working Together: Using Narrative 149
to Get Things Done Collaboratively
Different patterns of working together include work groups,
teams, communities, and networks. Whereas conventional
management techniques have difficulty in generating high-
performing teams and communities, narrative techniques
are well suited to the challenge.
8 Share Knowledge: Using Narrative to Transmit 178
Knowledge and Understanding
Knowledge-sharing stories tend to be about problems and
have a different pattern from the traditional well-told story.
viii
Contents
They are told with context, and have something traditional
stories lack: an explanation. Establishing the appropriate
setting for telling the story is often a central aspect of
eliciting knowledge-sharing stories.
9 Tame the Grapevine: Using Narrative to Neutralize 201
Gossip and Rumor
Stories form the basis of corporate culture, which is a type of
know-how. Although conventional management techniques
are generally impotent to deal with the rumor mill, narrative
techniques can neutralize untrue rumors by satirizing them
out of existence.
10 Create and Share Your Vision: Using Narrative to 224
Lead People into the Future
Future stories are important to organizations, although they
can be difficult to tell in a compelling fashion since the
future is inherently uncertain. The leader can tell a future
story in an evocative fashion or use a springboard story as a
shortcut to the future. The differences between simulations,
informal stories, plans, business models, strategies, scenarios,
and visions are reviewed.
Part Three: Putting It All Together 245
11 Solve the Paradox of Innovation: Using Narrative 247
to Transform Your Organization
None of the six main traditional approaches to transforma¬
tional innovation actually work, and there are pitfalls in
trying to avoid the challenge of innovating. Nonetheless, the
problem of disruptive innovation can be solved through
interactive leadership using (among other things) a portfolio
of narrative techniques.
12 A Different Kind of Leader: Using Narrative to Become 280
an Interactive Leader
Effective use of the full array of narrative techniques entails
becoming an interactive leader, that is, a kind of leader quite
different from a conventional command-and-control manager.
The interactive leader is someone who participates, who
connects, who communicates with people on a plane of
equality and is relatively free of ego.
ix
Contents
Notes
Bibliography
Acknowledgments
About the Author 335
Write to the Author 33?
Index 339
341
x
|
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Sprachwissenschaft Wirtschaftswissenschaften Literaturwissenschaft |
| format | Book |
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| id | DE-604.BV036047620 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T14:05:35Z |
| institution | BVB |
| isbn | 078797675X 9780787976750 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-018939367 |
| oclc_num | 611667913 |
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| physical | XXIV, 360 S. Ill. - Ill. |
| publishDate | 2005 |
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| spellingShingle | Denning, Stephen The leader's guide to storytelling mastering the art and discipline of business narrative Führung Leadership Storytelling Organisatorisches Lernen (DE-588)4198012-8 gnd Führung (DE-588)4018776-7 gnd Erzählen (DE-588)4132307-5 gnd Innerbetriebliche Kommunikation (DE-588)4203966-6 gnd Organisationswandel (DE-588)4075693-2 gnd |
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| title | The leader's guide to storytelling mastering the art and discipline of business narrative |
| title_auth | The leader's guide to storytelling mastering the art and discipline of business narrative |
| title_exact_search | The leader's guide to storytelling mastering the art and discipline of business narrative |
| title_full | The leader's guide to storytelling mastering the art and discipline of business narrative Steven Denning |
| title_fullStr | The leader's guide to storytelling mastering the art and discipline of business narrative Steven Denning |
| title_full_unstemmed | The leader's guide to storytelling mastering the art and discipline of business narrative Steven Denning |
| title_short | The leader's guide to storytelling |
| title_sort | the leader s guide to storytelling mastering the art and discipline of business narrative |
| title_sub | mastering the art and discipline of business narrative |
| topic | Führung Leadership Storytelling Organisatorisches Lernen (DE-588)4198012-8 gnd Führung (DE-588)4018776-7 gnd Erzählen (DE-588)4132307-5 gnd Innerbetriebliche Kommunikation (DE-588)4203966-6 gnd Organisationswandel (DE-588)4075693-2 gnd |
| topic_facet | Führung Leadership Storytelling Organisatorisches Lernen Erzählen Innerbetriebliche Kommunikation Organisationswandel |
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