Uploaded byDr. Dena Michele Rosko
Storytelling as a Consulting Tool
This document outlines various storytelling frameworks that can be used in leadership and organizational development contexts. It provides an overview of symbolic-interpretive, social cognitive, and coordinated management of meaning frameworks. Additionally, it discusses digital storytelling, narrating the self and organization, and using storytelling for change. The document then proposes a workshop design to use storytelling to increase team unity and morale through self-disclosure and understanding. Key elements of the proposed workshop include establishing ground rules, explaining the storytelling process, facilitating story creation and sharing, and seeking participant feedback.
Storytelling as a Consulting Tool
- 2. Communication & Leadership Frameworks • Symbolic-Interpretive (SI) • Social Cognitive (SC) • Coordinated Management of Meaning (CMM) Adapted from Altman and Taylor (1973, cited in Caputo, Hazel, McMahon, & Dannels, 2004, pp. 110-111); Bandura (2001); Cronen (2001); Griffin (2009); Frey & Sunwolf (2005); IDEA (2010); Pearce (2004; 2008).
- 3. Storytelling Frameworks Digital Storytelling • Video & audio narratives of participants • Empowers the participant • Allows for team building/understanding • Participants choose the topic Adapted from CFDS (2010); Gubrium (2009); Halpern and Lubar (2003); Rulun (2010); The European Graduate School (2010).
- 4. Storytelling Frameworks Narrating theSelf • Fosters individual identification • Empowers the individual Adapted from Denning (2005); Lipman (1999); McAdams (1993)
- 5. Storytelling Frameworks Narrating theOrganization • Intended to unify the group • Constructs the experience Adapted from Denning (2005); McAdams (1993)
- 6. Storytelling Frameworks Narrating Change • Develops organizational identity • Establishes visions, goals • Inspires change (turning points) Adapted from Bruner (1991); Denning (2005); Denzin (2003); Maruska (2004); McKee (2003)
- 7. Consulting Approach Usefulness • Separate past from future anchor point • Connect with the audience • Allows audience participation Adapted from Block (2009); Bruner (1991); Lipman (1999); McKee (2003)
- 8. Assessing the Situation What’soccurring in the organization? • Understand internal risks: changes in budget, layoffs, technology, conflicts, etc. • Understand the risks of storytelling • Storytelling requires courage
- 9. Consulting Method Designa storytelling workshop or retreat depending on the hours an organization wants to invest in this approach.
- 10. Design questions Adaptedfrom Denning (2005); J. Albert (personal communication, June 10, 2010)
- 11. Design Objectives Purpose Increase team unity and morale through a relations-based method that requires self-disclosure, self-awareness & empathetic understanding Adapted from J. Albert (personal communication, June 10, 2010); Rogers (1989)
- 12. Design Objectives Timeline • Workshop is 90 minutes to three hours • Retreat is one to three days • Content adjusted to meet allotted time
- 13. Design Objectives Pacing • Interval pacing • Group activity interspersed with presentation by trainer • Breaks at 60 to 90 minutes
- 14. Design Objectives Participant SkillLevel • Allow for a diverse group • Participants must be: • Willing to participate • Open to other perspectives & stories
- 15. Design Objectives Facilitator SkillLevel • Communicate clearly • Familiarity with method and presentation technology • Aware of socio-psychological needs • Ensure confidentiality • Willingness to listen • Engage feedback and participation • Flexible • Lead by example Adapted from Denning (2005); Gubrium (2009); Lipman (1999); Kouzes & Posner (2003); Rogers (1989)
- 16. Design Objectives Story Typology • Story of I • Story of We • Story of Place • Story of Future • I Want Adapted from Block (2002); Campbell (2009); Lefer (2008); J. Albert (personal communication, June 10, 2010)
- 17. Design Objectives Group Size • Need at least two groups • Break groups into a minimum of three or four individuals
- 18. Workshop Prior to conductingthe workshop • Encourage participation through sharing in a public setting • Adaption to private settings • Adaption to mass audiences • Inform participants of desired outcomes • Preparation of own stories • Visual Aids incorporated into video Adapted from Gurbium (2009); J. Albert (personal communication, June 10, 2010)
- 19. Workshop Ground Rules • Establish the level of confidentiality for participants • Maintain a positive atmosphere • Participants should only present what they feel comfortable sharing Adapted from Gurbium (2009); J. Albert (personal communication, June 10, 2010)
- 20. Workshop Phase 1: Introduction& Explanation • Facilitate a safe & relaxed learning space • Introduce the method of storytelling • Present examples • Explain the Seven Elements • Describe the conceptual framework & benefits behind personal narratives Adapted from Denning (2005); Denzin (2003); Gurbium (2009); McAdams (1993); J. Albert (personal communication, June 10, 2010); Silberman and Auerbach (2006)
- 21. Workshop Phase 2: Co-createContent • Restate ground rules of respect • Provide an example that empowers participants with courage • Break into small groups • Reiterate the Seven Elements • Actively listen and respectfully comment on stories when complete Adapted from Denning (2005); Denzin (2003); Gurbium (2009); McAdams (1993); J. Albert (personal communication, June 10, 2010); Silberman and Auerbach (2006)
- 22. Workshop Phase 3: TransitionContent to Digital Process • Create a written script • Consider feedback from peers • Create stories as a group or individually • Brief tutorial of digital image editing • Instructions & tips about voice recording • Remind participants practicing will achieve competency • Allot a time frame for completion Adapted from Denning (2005); Denzin (2003); Gurbium (2009); McAdams (1993); J. Albert (personal communication, June 10, 2010); Silberman and Auerbach (2006)
- 23. Workshop Phase 4: FinishedProduct • May be necessary to help complete digital story editing • Invite participants to share stories • Transition session to closure • Share what was learned • Seek feedback from participants • Suggestions for improvement • Conclude the workshop Adapted from Denning (2005); Denzin (2003); Gurbium (2009); McAdams (1993); J. Albert (personal communication, June 10, 2010); Silberman and Auerbach (2006)
- 24. Ethical implications •No repercussions for sharing • Establish confidentiality rules • Consider immunity clauses • Information only viewed by a select group • Always gain permission from participants to share any information • Keep organization's expectations in mind
- 25. Intention of Storytelling • Not a therapy session • Empower the participant • Improve moral • Improve team dynamics & unity • Only as successful as the participants allow • Facilitators need to lead by example Adapted from Denning (2005); J. Albert (personal communication, June 10, 2010); Kouzes & Posner (2003)
- 26. Conclusion • Learnfrom the past & create a future • Positive results include: • Self-awareness • Fosters dialogue • Presentation & technical skills • Boost morale • Inspire beneficial change • Engage heart and mind • Gain understanding of culture & the organization, teams & departments
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