The Springboard: How Storytelling
Ignites Action in Knowledge-Era
Organizations (KMCI Press) by
Stephen Denning
An Exceptional Guide To Organizational Transformation
The Springboard: How Storytelling Ignites Action in Knowledge-Era
Organizations is the first book to teach storytelling as a powerful and
formal discipline for organizational change and knowledge management.
The book explains how organizations can use certain types of stories
(springboard stories) to communicate new or envisioned strategies,
structures, identities, goals, and values to employees, partners and even
customers.

Readers will learn techniques by which they can help their organizations
become more unified, responsive, and intelligent. Storytelling is a
management technique championed by gurus including Peter Senge, Tom
Peters and Larry Prusak. Now Stephen Denning, an innovator in the new
discipline of organizational storytelling, teaches how to use stories to
address challenges fundamental to success in todays information
economy.
* Provides innovative and powerful tools which can effect organizational
change
* Helps organizations share knowledge critical to success in the
information economy
* First book on a major emerging trend in organizational change and K.M.
Personal Review: The Springboard: How Storytelling Ignites
Action in Knowledge-Era Organizations (KMCI Press) by
Stephen Denning
I learned about this book after hearing author Steve Denning describe how
he used story telling to inspire the World Bank to make knowledge
management and sharing with clients a central part of its business model.
Captivated by his powerful story, I wanted to learn more. I started by
reading The Leader's Guide to Storytelling, which every leader should read
and apply. That's a great book.
I noted at the back of the book that Mr. Denning offered to start
conversations with his readers about storytelling. I quickly crafted a first
attempt at a Springboard story and sent it to him by e-mail. I was delighted
when Mr. Denning took the time to thoughtfully consider my story and raise
questions to help me improve the story. From his questions, it was clear
that I didn't really understand yet what a Springboard story is.
One of his suggestions was that I consider writing a book like The
Springboard, so naturally I had to read this book next. Before completing
the book, I found myself with a much more thorough understanding of
Springboard stories and how to use stories to launch and achieve
organizational change. If I had read The Springboard before crafting the
first draft of my Springboard story, I could have avoided many of the errors
he so kindly and gently pointed out to me. While The Leader's Guide to
Storytelling has all of the elements about Springboard stories in it (along
with many other types of essential stories that leaders need to tell), you
need more context to appreciate what a Springboard story is. The
Springboard gives you that context.

I highly recommend that you read The Springboard, and that you read it
before you read The Leader's Guide to Storytelling. You'll make faster
progress if you do.
The book has many valuable sides. You learn why stories work well both
in terms of how listeners respond to them and the ways in which stories
better capture reality than linear, abstract data. You also learn to craft a
Springboard story and replace that story as your organization's
performance improves in the Springboard subject area. That was one of
the important lessons I had missed. My subject for the Springboard story
is encouraging people to create 2,000 percent solutions. Yet that activity
has gone so far that I need to describe it differently than I did when I first
began talking about the subject in the 1990s. I need to build on where it is
today as a mainstream activity creating billions in value and improving
millions of lives around the world, rather than as the hope for the future
based on limited experience that I originally used to describe it.
For most leaders, this book will teach you more about effective leadership
than most MBA programs will. Don't miss it!
Here's why. In most organizations, the leader finds it hard to get anyone to
do anything differently. The best method is for people to decide that they
like the change and want to spearhead it themselves as though they
thought of it first. A Springboard story is one of the very few methods for
creating that psychological reality. Otherwise, you have to follow the
advice of all those management theorists who tell you to hide innovation
and change on the periphery and simply repeat yourself constantly hoping
someone will eventually get the idea.
If you have to choose between reading Leading Change and The
Springboard, take The Springboard.
If you are involved in knowledge management, this book has a second
benefit. It describes successful ways of dealing with the many challenges
of defining, creating interest in and delivering a helpful knowledge
management process into a large organization.
As you read this book, realize that Mr. Denning is describing a special kind
of story telling that isn't like what you are used to hearing around the
campfire. Think of these stories as more like mini-cases in 50 words or
less that point out an advantage that the hearer can quickly appreciate
and seize. Once captured in the listener's mind, the listener then fills in the
details in a way that makes the idea the listener's own. In this sense,
storytelling isn't far removed from the psychology of subliminal suggestions
. . . except that there's no subterfuge with these stories.
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