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Storytelling Dissertation Slides 2 24 09 (For Drexel I School)

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These are slides I used to present my graduate school research on business uses of storytelling. You can find the video of this presentation at http://www.ischool.drexel.edu/video#56. Further you can see my delicious bookmarks on this topic at http://delicious.com/cadelarge/storytelling. I am always looking for new resources, research and thought leaders in this space.

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Storytelling Dissertation Slides 2 24 09 (For Drexel I School)

  1. 1. Storytelling as a Critical Success Factor in KM Processes & Outcomes Craig A. DeLarge Drexel University i-School February 24, 2009 © 2009, Craig DeLarge
  2. 2. Craig DeLarge • Associate Director, Relationship Marketing - Novo Nordisk • Adjunct Professor: Philadelphia University, Chestnut Hill College & formerly St. Joseph’s University • Life/Career Coach: WiseWorking.com • MBA: University of Westminster, Design Mgmt. • BS: Philadelphia University, Marketing • Healthcare Marketer: J&J, GSK & Novo Nordisk © 2009, Craig DeLarge
  3. 3. “The story is one of the basic tools invented by the mind of man for the purpose of gaining understanding. There have been great societies that did not use the wheel, but there have been no societies that did not tell stories” - Collison, 1999:38 © 2009, Craig DeLarge
  4. 4. Background Question: 1. Is storytelling a critical success factor in Design & Communications Consulting Relationships? 2. What are storytelling applications? Methodology: 1. Literature Review on storytelling & consulting 2. Survey of 584 design & communications professionals with 16.7% response rate (96 respondents) 3. Interviews with survey respondents Survey Questionnaire: 1. What are critical consulting relationship success factors? 2. What story forms are used & witnessed 3. In what situations are stories critical success factors? 4. What benefits derive from story use? © 2009, Craig DeLarge
  5. 5. What is a Story? • an oral or written performance involving 2 or more people interpreting past or anticipated experience. – Boje, 1995 • a sequence of dramatic events that evokes an emotional experience. – Voelpe, 1999 • “the preferred sensemaking currency of human relationships … in organizations. – Boje, 1991 in Boyce, 1996:13 • linear 3 part sequence of events (arc) involving situation, complication & resolution – Vincent, 2002 © 2009, Craig DeLarge
  6. 6. Story Types & Forms • Hero • Positive Competitor • Rites • Survivor – passage, • Steam Valve – exchange, • Aren’t We Great – communion, • We Know the Ropes – affliction, etc. • Kick in the Pants • Physical Objects • Learn from Mistakes • People • Trust • Games © 2009, Craig DeLarge
  7. 7. Literature Review © 2009, Craig DeLarge
  8. 8. Story Applications • Knowledge Transfer & Learning • Sense-making • Strategy Articulation & Visualization • Cultural Development & Reconciliation • Leadership Demonstration • Change Management • Client Service © 2009, Craig DeLarge
  9. 9. Knowledge Transfer • Knowledge transfer and learning medium • Enhance memory, believability & vicarious experience • Sets expectations and gains attention • Lend context to facts distinguishing knowledge from information © 2009, Craig DeLarge
  10. 10. Sense-Making • “We collapse our experience into narrative structures” to make sense of our worlds”. - Cowley (1995) • “Good design (communications) is really just good storytelling” in that both make a connection with others and translates meaning and purpose. - Philmlee (2003) © 2009, Craig DeLarge
  11. 11. Strategy Articulation/Visualization • Strategy is “the most costly story organizations tell”. - Barry (1997: 430) • Influences action, understanding, commitment. • Shapes historic & futuristic perspectives and organizational discourses. © 2009, Craig DeLarge
  12. 12. Cultural Development • Culture component vital to its development, maintenance and reconciliation. • Part of the “battle to interpret and influence what goes on consciously and unconsciously in the decision process” (Greco, 1996:49) • Organizations are storytelling systems containing simultaneous and competing discourses. - Boje (1991) © 2009, Craig DeLarge
  13. 13. Leadership • “Leaders’ impact depends on the story they relate and embody and the reception of that story by their audiences” - Kaye, 1999:2 • Means of conveying world view and vision • Story compatibility is critical between leader and follower to support trust, confidence and loyalty © 2009, Craig DeLarge
  14. 14. Change Management • Expresses the need for change, the change process and its outcome. • Enables and facilitates: – alignment with the present – structures historic context – forecasts the future – grieves & honors the past © 2009, Craig DeLarge
  15. 15. Client Service • A means of uncovering expectations • A source of delight and instruction • Training and developing vehicle • Story listening is a means of gaining insight and sharpening responsiveness. © 2009, Craig DeLarge
  16. 16. AHA!!!: Story Listening • A window into cultures, histories, world views, value systems, and preferences • A systematic way of tracking preferences, desires & requirements and improving current services, as well as creating new ones - Maister (1993) © 2009, Craig DeLarge
  17. 17. Survey Results © 2009, Craig DeLarge
  18. 18. Survey Questions 1. What are critical consulting relationship success factors? 2. What story forms are used & witnessed? 3. In what situations are stories critical success factors? 4. What benefits derive from story use? © 2009, Craig DeLarge
  19. 19. What are critical consulting relationship success factors? • Timeliness • Meeting objectives • Detail orientation • Innovation and creativity • Personal affinity • Perform on budget © 2009, Craig DeLarge
  20. 20. What story forms are used & witnessed? • Story use is prevalent in consulting relationships • Consultants tell and clients witness. • Active Story Listening is an opportunity! Top 5 Story Types Used & Witnessed Top Used Top Witnessed Trust How Smart We Are Learn from Mistakes How Great We Are Events Hero Competitors Trust Survival Learn from Mistakes © 2009, Craig DeLarge
  21. 21. Relationship Build & Learning: Most Prevalent Uses 0.800 0.638 0.475 0.313 0.150 Hero Survive Stress Great Smart Correct Healing Compet. Trust Mistake Events Symbols Games Objects Spaces Cnslt Use Client Use Q5 & 7: Which story forms have you used or witnessed? © 2009, Craig DeLarge
  22. 22. Success Stories: Most Witnessed 0.500 0.413 0.325 0.238 0.150 o ve s at t t g t. t e s ls es ts s us ar ec es ak nt ce er lin pe bo re ec vi am Sm r Tr e H r t a ea om G or r is bj m St Ev Sp Su G C M H O Sy C Cnslt Witness Client Witn Q5 & 7: Which story forms have you used or witnessed? © 2009, Craig DeLarge
  23. 23. In what situations are stories critical success factors? Top 4 Situations Where Stories Were Critical Success Factors Top Used Top Witnessed Change Innovation/Creativity Presenting Strategy Team Building Team Building Change Innovation/Creativity Presenting Strategy © 2009, Craig DeLarge
  24. 24. Change/Innovation Mgmt., Strategy Comm., & Team Building are Critical Use Situations Clarify Roles & Resp. Explore Futures Stimulate Dialogue Marketing Team Build Manage Conflict Seek Innovation Affect Change Training Negotiating Leadership Demo Strategies Present 0% 25% 50% 75% 100% CSF - U No Opinion - U Not CSF - U Q9: In what situations were stories used as critical success factors? © 2009, Craig DeLarge
  25. 25. Innovation, Team Building, Strategy Comm., Change Mgmt., are Critical Witness Situations Clarify Roles & Resp. Explore Futures Stimulate Dialogue Marketing Team Build Manage Conflict Seek Innovation Affect Change Training Negotiating Leadership Demo Strategies Present 0% 25% 50% 75% 100% CSF - W No Opinion - W Not CSF - W Q11: In what situations were stories witnessed as critical success factors? © 2009, Craig DeLarge
  26. 26. Benefits Verbatims • Present Strategy • Managing Conflict • Team Building • Leadership Demo • Marketing • Negotiating • Stimulating Dialogue • Training • Exploring Futures • Affect Change • Clarifying Roles & • Innovation/Creativity Responsibilities © 2009, Craig DeLarge
  27. 27. Other Learnings • Story Listening, both verbal and non verbal, offers relationship and communications advantages • Storytelling is risky requiring knowledge & judgment about the receiving culture and listener. © 2009, Craig DeLarge
  28. 28. Key Applications • Move beyond the “facts” and ask, What is the story here? • Practice active story listening • Recruit storytellers and encourage storytelling • Leverage stories as an “evidence of service” © 2009, Craig DeLarge
  29. 29. Key Applications • Use stories to: – build, strengthen & change culture – reinforce product, organizational & personal brands – training & transfer knowledge – demonstrate leadership © 2009, Craig DeLarge
  30. 30. Further Reading • Denning, The Leader’s Guide to Storytelling • Neuhauser, Corporate Legends & Lore • Vincent, Legendary Brands • Campbell, Hero with a Thousand Faces © 2009, Craig DeLarge
  31. 31. One of the two reasons business models tend to fail is … story failure [in the form of] story that does not make sense to key stakeholders. - Magretta (2002) © 2009, Craig DeLarge
  32. 32. Craig DeLarge contact information: eMail: cadelarge@yahoo.com Blog: http://www.wiseworking.com LinkedIn: www.linkedin.com/in/cadelarge Published Summary of this Research can be found at http://www.dmi.org/dmi/html/publications/journal/fullabstract_d.jsp? itemID=04153DEL76 © 2009, Craig DeLarge

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