Downloaded 226 times
![Tools & Techniques … Storytelling “ Stories provide a medium of communication, both internally within an organization and externally to customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002) Sources: Denning, S. 2000. The springboard: how storytelling ignites action in knowledge-era organisations . Boston: Butterworth-Heinemann McLellan, H. 2002 . Introduction to Corporate Storytelling . [Online]. Available: www.tech-head.com/cstory1.htm Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate School of Education [Online]. Available: http://lila.pz.harvard.edu Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge management: what’s the story so far? Musaion Knowledge sharing: the key to quality Retha Snyman (msnyman@postino.up.ac.za)(rsnyman@lantic.net) Dept of Information Science University of Pretoria](https://image.slidesharecdn.com/chdculturedentreprise-101122024007-phpapp02/75/culture-d-entreprise-et-storytelling-69-2048.jpg)
Uploaded byProf. Jacques Folon (Ph.D)
culture d'entreprise et storytelling
The document discusses corporate culture and storytelling. It defines corporate culture, examines its visible and invisible aspects, and how it functions within an organization. Storytelling is presented as a way to convey and reinforce corporate culture and values. Examples of how companies and other organizations use stories and storytelling techniques are provided.
More Related Content
Similar to culture d'entreprise et storytelling
More from Prof. Jacques Folon (Ph.D)
culture d'entreprise et storytelling
- 1. Jacque s FolonPartner Edge Consulting Professeur à l’ICHEC, ISFSC Professeur invité à l’Université de Metz De la culture d’entreprise Au Storytelling Management
- 2. Plan Culture d’entrepriseStorytelling et ses utilisations Conclusion: comment l’utiliser?
- 3. C’est quoi laculture d’entreprise? L’histoire des six singes
- 4.
- 5. Ca se voit? On peut identifier la partie visible à première vue …
- 6. Comment cela sepasse-t-il dans votre organisation? Un nouvel employé qui arrive? Cinq personnes autour de la machine à café? Un chef qui hurle sur un employé? Une personne qui est licenciée? Un jeune qui veut tout changer?
- 7. Comment définiriez-vous laculture de votre organisation en une ou deux phrases?
- 8. Culture ou cultures?nationalité Profession entreprise Religion Sexe
- 9.
- 10. C’est quoi laculture? Aspects principaux de la culture: La culture est partagée La culture est intangible La culture est confirmée par les autres Source http://www.slideshare.net/preciousssa/hofstede-cultural-differences-in-international-management
- 11. Niveau et fonctionde la Culture: la Culture existe à deux niveaux: Le côté visible et observable immédiatement (habillement, symboles, histoires, etc.) Le côté invisible qui véhicule les valeurs, les croyances,etc. Fonctions de la culture Intégration Guide de fonctionnement Guide de communication
- 12. Eléments de laculture Rites – cérémonies Histoires Symboles Tabous
- 13. Rites et cérémoniesRecrutement Christmas party Discours Pots d’acceuil de départ Réunions …
- 14. HISTOIRES basées surdes événements réels qui sont racontées et partagées par les employés et racontées aux nouveaux pour les informer au sujet de l’organisation qui rendent vivantes les valeurs de l’organisation qui parlent des “héros”, des légendes Le post it de 3M Le CEO d’IBM sans badge Le CEO de quick
- 15.
- 16.
- 17. En quoi çavous concerne? Horaires Relations avec les autres Dress code Office space Training …
- 18. Quelles consequences? Celapermet de comprendre ce qui se passe De prendre la « bonne décision » Parfois un frein au changement Perception de vivre avec d’autres qui partagent les mêmes valeurs Point essentiel pour le recrutement et la formation
- 19. ETUDIANTS ENSEIGNANTS-CHERCHEURS EMPLOYEURSOUTILS DE COMMUNICATION CULTURE UNIVERSITAIRE CULTURE D ’ENTREPRISE De la recherche d’emploi à l’emploi Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea. ppt
- 20. CULTURE UNIVERSITAIRE CULTURED ’ENTREPRISE VOTRE HISTOIRE DE VIE CV IDENTITE ET PROJET PERSONNEL PROJET PROFESSIONNEL PROCESSUS D ’INSERTION PROFESSIONNELLE FILIERE D ’ETUDE MASTER 1 MASTER 2 IDENTITE ET PROJET DE L ’EMPLOYEUR PROJET DE RECRUTEMENT ACTIVITE METIER PRODUIT, SYSTEME PROFIL DE POSTE OFFRE DE COMPETENCES OFFRE D ’EMPLOI PROCESSUS DE RECRUTEMENT Cursus de formation disciplines, connaissances stages, projets diplômes Compétences expérience, évolution fonctions contexte besoins, attentes Communiquer ==>langage commun Motivation Plaquettes sites web projets d’entreprise GRH Source:ens.univ-rennes1.fr/eea/.../COURS_INTRODUCTIF_eea. ppt
- 21. culture et entretiend’embauche
- 22. US vsFrench corporate culture
- 23. Though growing rapidly,Google still maintains a small company feel. At the Googleplex headquarters almost everyone eats in the Google café (known as "Charlie's Place"), sitting at whatever table has an opening and enjoying conversations with Googlers from all different departments. Topics range from the trivial to the technical, and whether the discussion is about computer games or encryption or ad serving software, it's not surprising to hear someone say, "That's a product I helped develop before I came to Google." Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor. There's little in the way of corporate hierarchy and everyone wears several hats. The international webmaster who creates Google's holiday logos spent a week translating the entire site into Korean. The chief operations engineer is also a licensed neurosurgeon. Because everyone realizes they are an equally important part of Google's success, no one hesitates to skate over a corporate officer during roller hockey. Google's hiring policy is aggressively non-discriminatory and favors ability over experience. The result is a staff that reflects the global audience the search engine serves. Google has offices around the globe and Google engineering centers are recruiting local talent in locations from Zurich to Bangalore . Dozens of languages are spoken by Google staffers, from Turkish to Telugu. When not at work, Googlers pursue interests from cross-country cycling to wine tasting, from flying to frisbee. As Google expands its development team, it continues to look for those who share an obsessive commitment to creating search perfection and having a great time doing it.
- 24. Microsoft has aninnovative corporate culture and a strong product development focus that is designed to keep us on the leading edge of the industry. We believe that our employees are the company's most important asset. They are the source of our creative ingenuity and success so we empower each staff member to take initiative in solving problems, coming up with new ideas and improving the organisation. Microsoft values diversity and respects each person's individuality When you sell software to 180 million people, in 70 countries, speaking 150 languages, you can't afford to have a singular point of view. Microsoft employs people from many nationalities and backgrounds.
- 25.
- 26. « … le récitest présent dans tous les temps, dans tous les lieux, dans toutes les sociétés; le récit commence avec l’histoire même de l’humanité; il n’y a jamais eu nulle part aucun peuple sans récit » Roland Barthes: introduction à l’analyse structurale du récit, Seuil, Paris, 1991 Crédit : http://media.photobucket.com/image/roland%20barthes/nikkistardust/230px-RolandBarthes.jpg?o=1
- 27. Storytelling : artde raconter des histoires Sunil Kumar
- 28. Story quoi? Depuisla nuit des temps les hommes se racontent des histoires Même les solitaires se racontent des histoires… Image:http://site.voila.fr/sacahistoires/images/F.Bergamini_Le_conteur_20x32.jpg
- 29. Shannon Thunderbird SOURCE:http://www.slideshare.net/eeisenrich11/writing-in-the-21st-century-final-storytelling-ppt-presentation
- 30.
- 31.
- 32.
- 33.
- 34.
- 35.
- 36. We tell storiesbecause we have something exciting to tell. We tell stories to have fun, to entertain someone or keep them in suspense. We tell stories to let other people know what we're thinking. We tell stories to express our feelings. We tell stories to teach somebody something or to explain something. We tell stories to share ourselves to let other people get to know us better. We tell stories to give people enjoyment. We tell stories to get feelings out. We tell stories to use our imaginations. We tell stories to save our experiences forever. John Seely Brown and Paul Duguid in The Social Life of Information
- 37. Cognitive psychologist Donald Norman (1993) "Stories aren't better than logic; logic isn't better than stories. They are distinct; they both emphasize different criteria. I think it very appropriate that both be used in decision-making settings. In fact, I rather like the ordering that often happens, usually accidentally: First the data and the logical analysis, then the stories. Yes, let the personal, emotional side of decision making have the last word."
- 38. UTILE Dansdes situations nouvelles, complexes Combine des pensées et des sentiments Propose un contexte Facile à retenir Authenticité Fait passer un message induit Crédit : http://thinkmarketing.org/files/testimage1.jpg
- 39. Les différents typesde storytelling
- 40. Les marques etle storytelling Des campagnes marquées par le storytelling
- 41. Les marques etle storytelling Les marques fondées sur le storytelling
- 42.
- 43.
- 44. Identité liée àl’histoire de l’entreprise
- 45. Les histoires desclients
- 46.
- 47.
- 48.
- 49.
- 50. La politique etle storytelling Photo le 6 mai 2004 Ashley Faulkner : « Ma mère a été assassinée le 11 septembre par les terroristes » Spot diffusé 30.000 fois dans les swing states 6,5 millions $ Victoire de G.W.Bush !
- 51.
- 52.
- 53.
- 54.
- 55.
- 56.
- 57. Les types d’histoiresle héros le survivant succès par l’erreur les rites …
- 58. POURQUOI UTILISER LE STORYTELLING?
- 59. UNE ORGANISATION AVECU DES HISTOIRES Création Fusion Nouveau produit Manager Internationalisation, Erreurs … Source: http://www.delhaizegroup.com/images/Founders.jpg
- 60. Copyright © 2009SOURCE; http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
- 61. Copyright © 2009SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
- 62.
- 63. TROIS PRINCIPES Selon WWW.BEMORE.BE 1 core message SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
- 64. 2 An inspiringstory SOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
- 65. 3 Uniform storytellingSOURCE: http://www.slideshare.net/rafstevens/bemore-in-1-minute-storytelling
- 66. Storytelling and knowledgesharing “ Every afternoon our corporate knowledge walks out of the door and I hope to God they’ll be back tomorrow” – Jeffrey Miller, CEO Documentum
- 67. Barriers to knowledgesharing Knowledge is power Not invented here syndrome People do not realize value knowledge has for others Knowledge sharing is not my job Lack of trust Lack of time Lack of top management support towards knowledge sharing activities Corporate culture Lack of infrastructure Lack of confidence/Damage to reputation No/insufficient rewards and incentives Knowledge sharing: the key to quality Retha Snyman ([email protected])([email protected]) Dept of Information Science University of Pretoria
- 68. Tools & Techniques … Water-coolers & Coffee machines Webber: “In the new economy, conversations are the most important form of work. Conversations are the way knowledge workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization.” Source: Davenport, T.H. & Prusak, L. 1998 . Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press:90-93 Knowledge sharing: the key to quality Retha Snyman ([email protected])([email protected]) Dept of Information Science University of Pretoria
- 69. Tools & Techniques… Storytelling “ Stories provide a medium of communication, both internally within an organization and externally to customers, potential customers, business partners, business rivals, investors, and others” (McLellan, 2002) Sources: Denning, S. 2000. The springboard: how storytelling ignites action in knowledge-era organisations . Boston: Butterworth-Heinemann McLellan, H. 2002 . Introduction to Corporate Storytelling . [Online]. Available: www.tech-head.com/cstory1.htm Sole, D. 2002. Sharing knowledge through storytelling. Harvard Graduate School of Education [Online]. Available: http://lila.pz.harvard.edu Tobin, P. & Snyman, R (MMM). 2004. Storytelling and knowledge management: what’s the story so far? Musaion Knowledge sharing: the key to quality Retha Snyman ([email protected])([email protected]) Dept of Information Science University of Pretoria
- 70.
- 71. Que faire concrètement?Définir une stratégie et un planning Rechercher les faits et les histoires Identifier les conteurs et aller les écouter Enregistrer les histoires, les photos, les gens Archiver, traiter Identifier les meilleures histoires en ligne avec la stratégie Communiquer par tous moyens
- 72. TOUS LES MOYENS! Source : ttp://4.bp.blogspot.com/_tSCCV9JgfH0/Sfdx1vrgOvI/AAAAAAAAC6U/-z4dGW306eM/s400/communication+web+2.0.jpg
- 73.
- 74.