The Leader's Guide to Storytelling¶
Denning, S. (2005). The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative.
Cited by¶
2 citations across 2 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Locality Of Reference
- The pattern is fundamentally a statement about the distribution of access and not about any single access: usage is autocorrelated in time and space, so that knowing what was just referenced sharply narrows the prediction of what will be referenced next.
This sourceJossey-Bass. Practitioner catalog of eight narrative patterns in organizational settings — motivating action, building trust in the leader, building trust in the company (branding), transmitting values, getting collaboration, sharing tacit knowledge, taming the grapevine, and creating shared vision — each tied to the use of story to deliver effects that propositional analysis cannot.
- The pattern is fundamentally a statement about the distribution of access and not about any single access: usage is autocorrelated in time and space, so that knowing what was just referenced sharply narrows the prediction of what will be referenced next.
- Narrative Persuasion
- The artifact is the customer-loss story; the audience is the workforce; transportation is the imagined inhabitation of the customer's experience; identification is with both the customer (an empathic move) and the implied protagonist-self (an employee who could have prevented the loss); suppressed counter-argument is the workforce's defensive framing (the strategic environment is unfair, leadership is wrong, change is unnecessary); imported storyworld assumptions are that customer experience is the operative variable and that frontline employees are agents of change rather than victims of strategy; the residue is a workforce stance toward the change initiative that propositional argument could not have produced, a use of organizational storytelling Denning (2005) catalogs across change, transmission, branding, and knowledge-sharing functions in his leader's guide to narrative as an organizational instrument.
This sourceJossey-Bass. Practitioner catalog of eight narrative patterns in organizational settings — motivating action, building trust in the leader, building trust in the company (branding), transmitting values, getting collaboration, sharing tacit knowledge, taming the grapevine, and creating shared vision — each tied to the use of story to deliver effects that propositional analysis cannot.
- The artifact is the customer-loss story; the audience is the workforce; transportation is the imagined inhabitation of the customer's experience; identification is with both the customer (an empathic move) and the implied protagonist-self (an employee who could have prevented the loss); suppressed counter-argument is the workforce's defensive framing (the strategic environment is unfair, leadership is wrong, change is unnecessary); imported storyworld assumptions are that customer experience is the operative variable and that frontline employees are agents of change rather than victims of strategy; the residue is a workforce stance toward the change initiative that propositional argument could not have produced, a use of organizational storytelling Denning (2005) catalogs across change, transmission, branding, and knowledge-sharing functions in his leader's guide to narrative as an organizational instrument.
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