Pierre Blanc-Sahnoun, Elizabeth Taub Feld Bahia, July 13th 2011 In memory of Michael White
Hello, we are French… Alô, somos Franceses
Why bring Narrative into the workplace ? Porque idéias narrativas são relevantes no local de trabalho   <ul><li>The big pr...
Why bring Narrative into the workplace ? Porque idéias narrativas são relevantes no local de trabalho   <ul><li>This state...
The «big five» <ul><li>Performance </li></ul><ul><li>Money for the shareholder </li></ul><ul><li>Profit </li></ul><ul><li>...
What is in common : most Que razões temos para lançar mão do coaching narrativo ? <ul><li>A work community is a community ...
What is specific : little Quais são os obstáculos para o desenvolvimento do coaching narrativo organizacional ?  <ul><li>M...
The limits of narrative coaching Quais são as precauções a serem tomadas? <ul><li>Company dominant culture about managemen...
<ul><li>What reflections for your own practice with organizations ? </li></ul><ul><li>Que reflexões na sua prática com as ...
<ul><li>Case studies </li></ul>
Narrative individual coaching Coaching Narrativo
Narrative individual coaching Coaching Narrativo John Stillman / Barbara Smith
Elements  for  constructing an alternative story Allies of the dominant story <ul><li>Being out of phase  : </li></ul><ul>...
Séance 12 crossing the river Confiance Reconnaissance Créativité Esprit d ’équipe Droiture Engagement Dynamisme Partage Co...
Exercice by pairs Exercicio em  2 <ul><li>What do you value in your job ? </li></ul><ul><li>Tell a story that happened in ...
Narrative teambuilding Contrução de Equipe Narrativa
Building a work community Contrução de  comunidade de trabalho  With permission of MW Brands Company Réal. Eric Bouget
Narrative training Treinamento Narrativo
Narrative change management Gerenciamento de Mudança Narrativo
Applications of the tree of life in the organizations Aplicação da árvore da vida  nas organizações With permission of Din...
Narrative response to suicide and burnout Resposta Narrativa ao suicídio e burnout (estresse profissional) <ul><li>    </l...
Takeouts Contribuições <ul><li>What new perspectives / thoughts / ideas / for you in your work ? </li></ul><ul><li>Que ref...
Merci beaucoup et… Muito obrigado e… [email_address] [email_address] http://www.cooprh.com/pratiques-narratives/
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Narrative coaching, Salvador narrative intl conference presentation

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Here is the presentation on Narrative Coaching that we gave at the 10th Conference of Narrative therapy and community work in Salvador de Bahia (july 2011). We are happy to share it now with all our colleagues who would be interested. Thank you for using it only for teaching matters and personal documentation.

Pierre Blanc-Sahnoun and Elizabeth Feld
La Fabrique Narrative from France

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  • Eric and the « brotherhood spirit »
  • X Healthcare France : 2 brands in drugstores, one of footcare, one of sexual protection Small and very specialized compared to the industry leaders (hulks) Strong competition on the market and major crisis in Europe Demands from the shareholder « baby blues » and disorientation : who are we ? Where to go now ? What strategy to cope with the crisis ? Used to be the good pupil of the company and winning award team but the results are collapsing Drawing your your team Visiting the exhibition Discussing what’s important and building a common vision What options to enhance what is important What effects of these options on the team’s life ? Drawing the company again if this happens We are not warriors, we are elves, we are nimble. We are small but nimble, we like to move and change, we praise playful challenges. We like to change, to think about ptoblems and elaborate solutions. We are sensitive people and emotion is something we value, even if one of us says that we should beware of too much emotion that could paralyde our capacity to move on. we can’t work together if we fear a guy in a dungeon. We want to feel free to use our power and to empower our reports. We know that working together means to give everybody a role to play. We are conscious that it demands to be exemplary in our commitment. We acknowledge that cooperative management implies to give full autonomy but also clear targets and timeframe, and to share the information. Que le territoire et la marge de manœuvre de chacun soient bien définis Que des réunions de rough se tiennent régulièrement Que des réunions de création soient mises en place avec toute l’équipe (DA, maquette, photo) et qu’elles soient des espaces de dialogue, d’échanges, d’intelligence collective. Que « ça s’arrête vite et vraiment » (les tensions… ). Que ça aille mieux, qu’il y ait de l’envie et une meilleure ambiance… Que des réunions de debrief soient instaurées Qu’un suivi des actions qui seront décidées soit effectué par le coach That the territory and the margin of man.uvre of each are defined well That meetings of rough are held regularly That meetings of creation are put in place with all the team (DA, model, photo) and that they are of the spaces of dialogue, of exchanges, of collective intelligence. That&amp;quot; that stops quickly and indeed (tensions.).&amp;quot; That that goes better, that there are the desire and a better ambiance. That meetings of debrief are instituted That a follow-up of the actions that will be decided is done by the coach
  • MW Brands Tuna fishing and canning, marketing and selling in food. Sold by Heinz Group to a private equity fund Multinational and multicultural company (France, UK, Ghana, Seychelles…), people lost direction and disoriented by this takeout, competition between the subsidiaries, HQ and different dpts. New COO and leadership team Client’s purpose is to buid a global community and remotivate the workers around a federative project.
  • The green edges are the DSI: Sèvres, Rennes and Bordeaux. All small bonshommes is salaried employees and all those that have some crowns (of which a papal tiara and a crown of France Miss) are chiefs. One wanted to show the different paths to have the information of communication: of the entangled hoses, of the roads, of the paths of irons, one tries several means but one doesn&apos;t arrive there. There are also asses of bags, of the problems that fall in a hole and one doesn&apos;t know where they succeed. But when one wears a crown on the other hand on the head, information arrives without any problem, it is represented by telephone lines. One made a truck of the Brinks with dollars and the crowned heads that keep money for them. There are some kids under that remain for the small salaried employees. One represented a stork, a new newcomer parachuted within the DSI, that doesn&apos;t know has that to address. Inside of the DSI houses, one represented the doors that open up and that don&apos;t lead toward nowhere or of the doors that are closed frankly. All this rests on the professional conscience and on the good will. We hope that this text will be able to serve to make our managers become aware of our problems and our efforts and to the direction of Yellow Pages. We also hope that he/it will be able to serve to other people of the DSI that will be able to meet of it. We wish that all our invisible work is recognized and rewarded. For some among us, if they continue to make some efforts, it is for their personal satisfaction, for the taste of work makes well, but they don&apos;t wait anymore for recognition of the enterprise. The most pessimistic think that the ways to get round and to work nevertheless that we exposed above arrange the Direction well because they limit the damages of the reorganization. But for a lot of other, our attachment to Yellow Pages made us hope that the reports and the suggestions that we expose in this text and that we elaborated during the seminary will be able to contribute to make change the things. In the beginning we had the hope To make hear our histories But crushed by this lid Our ideas remain in the circle But shut in behind this wall Our voice is only a whisper Yet we have the pride Of our teams, of our professions But too long in the desert returned Us a little bitter And if we don&apos;t drop It is that we know how to sneake And to open new paths Even though they are a little clandestine To take in hand our future We need confidence To pass our distrust That one recognizes our fracture And that one gives us a voice To gather on the same soil PH, DOP, MOS and SOL. And that one gives us the speech To gather on the same soil PH, DOP, MOS and SOL. Les carres verts sont les DSI : Sèvres, Rennes et Bordeaux. Tous les petits bonshommes sont des salariés et tous ceux qui ont des couronnes (dont une tiare papale et une couronne de miss France) sont des chefs. On a voulu montrer les différents chemins pour avoir les informations de communication : des tuyaux emmêlés , des routes, des chemins de fers, on essaie plusieurs moyens mais on n&apos;y arrive pas. Il y a aussi des culs de sacs, des problèmes qui tombent dans un trou et on ne sait pas où ils aboutissent. Mais quand on porte une couronne sur la tête par contre, l&apos;information arrive sans aucun problème, elle est représentée par des lignes téléphoniques. On a fait un camion de la Brinks avec des dollars et les têtes couronnées qui gardent l&apos;argent pour eux. Il y a quelques petits sous qui restent pour les petits salariés. On a représenté une cigogne, un nouvel arrivant parachuté au sein de la DSI, qui ne sait pas a qui s&apos;adresser. A l&apos;intérieur des maisons DSI, on a représenté des portes qui s&apos;ouvrent et qui ne mènent vers nulle part ou des portes qui sont carrément fermées. Tout ceci repose sur la conscience professionnelle et sur la bonne volonté. Nous espérons que ce texte pourra servir à faire prendre conscience de nos problèmes et de nos efforts à nos managers et à la direction de Pages Jaunes. Nous espérons aussi qu’il pourra servir à d’autres personnes de la DSI qui pourront s’y retrouver. Nous souhaitons que tout notre travail invisible soit reconnu et récompensé. Pour certains d’entre nous, s’ils continuent à faire des efforts, c&apos;est pour leur satisfaction personnelle, pour le gout du travail bien fait, mais ils n’attendent plus de reconnaissance de l&apos;entreprise. Les plus pessimistes pensent que les façons de contourner et de travailler quand même que nous avons exposées ci-dessus arrangent bien la Direction car elles limitent les dégâts de la réorganisation. Mais pour beaucoup d’autres, notre attachement à Pages Jaunes nous fait espérer que les constats et les suggestions que nous exposons dans ce texte et que nous avons élaborés au cours du séminaire pourront contribuer à faire changer les choses.
  • The tree of life in the setting of this seminary was very useful to invite to a better knowledge of the other elements of the professional sphere that participates in the construction of a trajectory, as it is for example the previous professional origins (&amp;quot;the professional lives&amp;quot;), resources, the cleverness, expertises, the talents, the qualities, the professional dreams, the goals, the hopes, the people who count or counted professionally, the present to the sense of gifts received, etc. I invited the participants to use their creativeness and their imagination about: &amp;quot;their professional roots, their professional history, that of which they have need to advance in their professional life (soil), their resources, what feeds them in their work, their faculties, expertises, qualities, talents, their values (the trunk), their goals, their dreams, their professional hopes (the branches), the people who counted or that count on the professional plan (the leaves), the gifts, the supports, the present received (the fruits). &amp;quot; Concerning the process, each draws its tree, put his/her/its words. Then, one exposes the trees together all: it is the forest of the trees of the writing. Those that wish it present their tree to the other and one proposes a person to resound. I also invited the participants to put, with the help of post-it, of the words of support on the trees in relation with what touched them. This day has been lived very well by the participants. She/it answered the objective that was to recover the creativeness and the desire to make together. I would even say that she/it was farther, while giving back the sense and the value to the course of the participants while putting in light the team&apos;s different expertises. Some actions have been put to remain in this dynamics. Every participant leaves with his/her/its tree that is going to accompany it and to remind him the flowers on his/her/its professional path. A certificate in to remember this day to been sent by the continuation to each among them. Composition of the life tree The roots: the personal values that incited me to become an elected and that I wanted to honor and to express while becoming elected. Soil: the territory or we live, our territory, that can enrich us that if we enrich it. It is an ecosystem. The trunk: the social body of the Mutual Credit, the&amp;quot; human resources&amp;quot; in their whole, leaders, salaried and elected. I write down to the level of the trunk the expertises that I bring to the Mutual Credit, in to know, in know-how and in relations. The branches: the projects, the hopes that I feed as elected the Mutual Credit. The leaves: the other elected, salaried employees, leaders, with which to undertake; the values to put in .uvre between us, elected, and with them, for common audacities of quality. The fruits: the results to the present, the good examples, the inspiring examples. The flowers: the promises and the audacities that I have in me for the Mutual Credit. The seeds: the acts that I want to sow so that tomorrow either fertile for the Mutual Credit and our territories.
  • Introduced myself and my firm, Indicated that I was not a clinical psychologist, but a corporate consultant with anarrative orientation,Told them that the term ‘psychological support’ was not appropriate to describe my work, Suggested that, when faced with the suicide of one of its members, their community had probably been subject to multiple feelings and ideas, some of them perhaps contradictory, Proposed individual conversations for those who would agree to one. This conversation would be entirely confidential, which I guaranteed in front of their Director. Its topic would be the meaning they gave to their colleague’s act and how they personally responded to it, Said that these meetings would be followed by a general meeting of the community based on the topic of Jean‐Louis Marquis’ suicide and what it meant to them, Ended by repeating that none of the above was mandatory for anyone. When were you informed of Jean‐Louis Marquis’ suicide? Could you tell me exactly what happened, what you thought and felt, the opinions you had on this subject? How has this suicide affected you? Your relations with your colleagues? Maybe your morale or self‐image? What you think about this company? Your view of work or life in general? Do you think the impact is mostly negative or is there something positive? Or a bit of both? What experiences or ideas have allowed you to put things into perspective, to reduce the effects of this suicide on the various areas you spoke about? Did anyone in particular help you by his/her presence, teachings, words, or ideas to deal with the impact of this suicide on your life? Would you mind telling me a bit more about these experiences and your ideas on suicide and death – in particular, how you acquired them or whether they correspond to the culture of your family or a community (religious, ethnic ...) to which you belong? Employees would be free to speak, if they so desired, or remain silent; the very fact of their attendance already constituting a tribute to the memory of their colleague, The objective of the meeting was to talk about Jean‐Louis Marquis, not their own ‘trauma’, or the company specifically. Drawing on the outsider‐witness/definitional ceremony map (White, 2007), I proposed the following points to employees for their thoughts: What image of him remained with them? Tell a story to illustrate this image and share it. Describe where the speaker was today, what ideas he/she had in relation to this colleague’s suicide, and how these ideas potentially affected his/her professional activities and personal life. What he/she learned as a lesson or adopted as a resolution for the future.
  • Narrative coaching, Salvador narrative intl conference presentation

    1. 1. Pierre Blanc-Sahnoun, Elizabeth Taub Feld Bahia, July 13th 2011 In memory of Michael White
    2. 2. Hello, we are French… Alô, somos Franceses
    3. 3. Why bring Narrative into the workplace ? Porque idéias narrativas são relevantes no local de trabalho <ul><li>The big private companies set a new dominant order based on performance </li></ul><ul><li>This dominant culture spreads over every sector of life, especially public services, hospitals, social work, prisons, etc. which are supposed to meet the performance criteria and the financial models of the private companies </li></ul><ul><li>The financial markets have taken the power over most companies and that this power brings into question the place of people and of productive investment in the value creation process </li></ul><ul><li>This state of things puts more and more pressure on the managers' shoulders and that the gap between local understandings of work and life and global requirements of performance is increasing </li></ul><ul><li>The workers have less and less chance to connect their hopes, dreams and values to the demands of the companies </li></ul><ul><li>As grandes empresas privadas estabelecem uma nova ordem dominante baseada em desempenho </li></ul><ul><li>Esta nova cultura se espalha em todos os setores da vida, especialmente nos serviços públicos, hospitais, trabalho social, prisões, etc, que supostamente devem estar de acordo com critérios de desempenho e com os modelos financeiros das empresas privadas. </li></ul><ul><li>Os mercados financeiros tem assumido o poder sobre a maioria das empresas e este poder questiona o lugar das pessoas e do investimento produtivo no processo de criação de valores </li></ul><ul><li>Este estado das coisas coloca cada vez mais pressão nos ombros dos administradores e o fosso que separa o entendimento local do significado do trabalho e da vida e os requerimentos de desempenho globais está se tornando cada vez maior. </li></ul><ul><li>Os trabalhadores tem cada vez menos chances de conectar as suas esperanças, sonhos e valores às demandas das empresas. </li></ul>
    4. 4. Why bring Narrative into the workplace ? Porque idéias narrativas são relevantes no local de trabalho <ul><li>This state of things increases suffering at work, the suicide rate, disorientation and demotivation </li></ul><ul><li>More and more managers engage in violent or coercive behaviors to try to respond to what is expected from them </li></ul><ul><li>At the end of the day, all this decreases the performance and the long term development of the companies and destroys work in most western countries, weakening the ability of the state to represent the people, and to provide adapted responses </li></ul><ul><li>… and because Narrative Practice allows people to rebuild work-communities based on local skills and experiences and making rich connections between their identities as human beings and their stories as workers. </li></ul><ul><li>Esta situação faz aumentar o sofrimento no trabalho, a taxa de suicídio, a desorientação e a falta de motivação. </li></ul><ul><li>Um número cada vez maior de administradores se envolvem em comportamentos violentos e coercitivos na tentativa de responder ao que é esperado deles. </li></ul><ul><li>No final, tudo isso faz cair o desempenho e o desenvolvimento das empresas a longo prazo e tem ainda destruído o trabalho em muitos países, enfraquecendo a habilidade dos Estados, que representam o povo, em prover respostas adaptadas. </li></ul><ul><li>  </li></ul><ul><li>… e porque a Pratica Narrativa permite que as pessoas recontruam trabalho-comunidades baseadas nas habilidades e experiências locais estabelecendo ricas conexões entre as suas identidades como seres humanos e as suas estórias como trabalhadores. </li></ul>
    5. 5. The «big five» <ul><li>Performance </li></ul><ul><li>Money for the shareholder </li></ul><ul><li>Profit </li></ul><ul><li>Compliance </li></ul><ul><li>Constant growth </li></ul>Os «cinco grandes» <ul><li>Desempenho </li></ul><ul><li>Dinheiro para os acionistas </li></ul><ul><li>Lucro </li></ul><ul><li>Conformidade </li></ul><ul><li>Crescimento constante </li></ul>
    6. 6. What is in common : most Que razões temos para lançar mão do coaching narrativo ? <ul><li>A work community is a community defined by its preferred stories (merger) </li></ul><ul><li>A work story is a story </li></ul><ul><li>Work is a strong narrative theme (values, hopes) supporting multiple stories </li></ul><ul><li>Money, performance, success, added value, deliver the objectives… are the themes of an overwhelming dominant story supported by all means by the dominant cultural context. </li></ul><ul><li>A company itself is a story (K. Weick) </li></ul><ul><li>People respond and resist (coffee machine, rumours, « resistance to change ») </li></ul><ul><li>These are not artefacts or a disability of the groupe, but thin traces of alternative work values underpinned by alternative work stories </li></ul><ul><li>There are lots of metaphors and images in the folk culture that can account for these dominant or alternative organizational models (Village Gaulois, western, Gladiator, Prova d’orchestra, the Godfather, Star Wars…) </li></ul><ul><li>Uma comunidade de trabalho é uma comunidade definida pelas suas estórias preferidas (fusão) </li></ul><ul><li>Uma estória de trabalho é uma estória </li></ul><ul><li>O trabalho é um tema narrativo forte (valores, esperança) que apoiam multiplas estórias </li></ul><ul><li>Dinheiro, desempenho, sucesso, valor agregado, entregar objetivos...são temas de uma estória avassaladoramente dominante apoiada de todos os modos pelo contexto cultural dominante. </li></ul><ul><li>Uma empresa por si só já é uma estória. (K. Weick) </li></ul><ul><li>As pessoas respondem e resistem (maquinas de café, rumores, « resistência a mudanças ») </li></ul><ul><li>Estes não são artefatos ou deficiências do grupo, mas sim leves traços de valores alternativos do trabalho sustentados por estórias alternativas do trabalho </li></ul><ul><li>Existem muitas metáforas e imagens na cultura popular que podem atestar desses modelos organizacionais dominantes e alternativos (Village Gaulês, Western, Gladiador, Prova d’orchestra, O Poderoso Chefão, Guerra nas Estrelas…) </li></ul>
    7. 7. What is specific : little Quais são os obstáculos para o desenvolvimento do coaching narrativo organizacional ? <ul><li>Mostly our representation of business and companies as « another world » and narrative consulting in the organizations as « another skill » </li></ul><ul><li>Multiplicity of stories about the same topic, implicit prevalence of the customer version </li></ul><ul><li>Localization of the problem and initial meeting with the management with negociation about the problem’s property (Gérard Lambert has a leadership problem) </li></ul><ul><li>Normalizing pathologizing coaching </li></ul><ul><li>Narrative coaching and problem dissolution vs. the tradition of problem resolution in organizations </li></ul><ul><li>Sobretudo a nossa representação dos negócios e das empresas como « um outro mundo » e a consultoria narrativa nas organizações como « uma outra habilidade » </li></ul><ul><li>Uma multiplicidade de estórias sobre o mesmo tópico, a prevalência implicita da versão do cliente </li></ul><ul><li>Localização do problema e encontro inicial com a gerência com a negociação sobre a propriedade do problema (Gérard Lambert tem um problema de liderança) </li></ul><ul><li>Coaching Normalizante Patologizante </li></ul><ul><li>Coaching Narrativo e dissolução de problema vs. Resolução de problema nas organizações. </li></ul>
    8. 8. The limits of narrative coaching Quais são as precauções a serem tomadas? <ul><li>Company dominant culture about management and relations (management by terror, by greed, « humanist bet »…) </li></ul><ul><li>Shareholder culture (measurement of performance) </li></ul><ul><li>Management willingness and stories about being a leader </li></ul><ul><li>Administração dominante da empresa e cultura das relações (gerenciamento por terror, por ganância, « aposta humanística »…) </li></ul><ul><li>Cultura do acionista (mesuros da performencia). </li></ul><ul><li>Disposição da Gerência e estórias sobre ser um líder. </li></ul>
    9. 9. <ul><li>What reflections for your own practice with organizations ? </li></ul><ul><li>Que reflexões na sua prática com as organizações ? </li></ul>
    10. 10. <ul><li>Case studies </li></ul>
    11. 11. Narrative individual coaching Coaching Narrativo
    12. 12. Narrative individual coaching Coaching Narrativo John Stillman / Barbara Smith
    13. 13. Elements for constructing an alternative story Allies of the dominant story <ul><li>Being out of phase : </li></ul><ul><li>With others </li></ul><ul><li>With the group in general </li></ul><ul><li>With a certaintypr of conformity </li></ul><ul><li>Le décalage works in both directions, en négatively and positively </li></ul><ul><li>It facilitated reaching a good level of success </li></ul><ul><li>It is also cause of suffering </li></ul><ul><li>Il requires a considerable expense of energy in order to compensate </li></ul>Bottom line goal : To leave something behind that contributes qui apporte une contribution, à quelqu ’un, à un groupe, à mes valeurs…. Identified problem : Reactivity <ul><li>Internal Elements </li></ul><ul><li>« Soupe au Lait » </li></ul><ul><li>Depression </li></ul><ul><li>Boredom, lack of interest </li></ul><ul><li>A feeling of infériority </li></ul><ul><li>« nègre de service » </li></ul><ul><li>Feeling of being out of place » </li></ul><ul><li>Not paying attention to others </li></ul><ul><li>Outside elements </li></ul><ul><li>Rejection of schools/profs </li></ul><ul><li>Rejection of structure/ hierarchy type « school » </li></ul><ul><li>Situation « not in y place » </li></ul><ul><li>Bothered by remarks coming from people I don’t respect </li></ul><ul><li>Exterior elements </li></ul><ul><li>Nice image of success </li></ul><ul><li>Social Comfort </li></ul><ul><li>Matérial security </li></ul><ul><li>Internal elements </li></ul><ul><li>Revolt, so always positive though sometimes negative effects </li></ul><ul><li>« Hunter »,innovative… </li></ul><ul><li>Contributing, creativity… </li></ul><ul><li>Malin plaisir à la différence </li></ul>Dominant story In fact the real problèm Session n°4.
    14. 14. Séance 12 crossing the river Confiance Reconnaissance Créativité Esprit d ’équipe Droiture Engagement Dynamisme Partage Construction Inventaire du Bien-être Niveau d ’adéquation Analyse de satisfaction Résultat Aujourd ’hui : situation transitoire Pas d’innovation Yesterday : initial Situation Working at ***** Partir vers l’histoire alternative Bingo PME Techno Brouillard des affaires du Monde Tout seul, je n’ose pas L’éclaireur 50% 30% 20% Environnement créatif Niveau de vie Type de poste PDG Biz Dev Fin Prod Le Catalyseur Moi Ma place dans la structure : PAS N°1 Hiérarchie des valeurs Résultat : Choice/Decision/Action Choisir l ’Histoire Alternative Demain : LE BUT N o power N o desireie Désengagement Stress suffering Temps libre pour la suite A l ’abri du jeu de Pouvoir Intérêt minima Engagement minimal Stress normal Tranquillité
    15. 15. Exercice by pairs Exercicio em 2 <ul><li>What do you value in your job ? </li></ul><ul><li>Tell a story that happened in your job and illustrates this </li></ul><ul><li>What is it in this story that is precious to you ? </li></ul><ul><li>Are there any specific hopes, values, commitments, visions… relating to this ? </li></ul><ul><li>How did these hopes, values, etc. appear in your life ? </li></ul><ul><li>Does this connect you to some beliefs, ideas of a community (family, religion, culture…) that you relate to ? </li></ul><ul><li>What was it like for you to speak about these topics ? </li></ul><ul><li>O que você valoriza no seu trabalho ? </li></ul><ul><li>Conte uma estória que tenha acontecido no seu trabalho e demonstre isso </li></ul><ul><li>O que nessa estória é precioso para você ? </li></ul><ul><li>Existem esperanças, valores, compromissos, visões específicas… relacionadas a isso ? </li></ul><ul><li>Como estas esperanças, valores, etc surgiram na sua vida ? </li></ul><ul><li>Isto conecta você com algumas crenças, idéias de uma comunidade (familia, religião, cultura...) com as quais você se relaciona ? </li></ul><ul><li>Como foi para você falar destes tópicos ? </li></ul>Adapted from David Denborough, « Collective Narrative Practice »
    16. 16. Narrative teambuilding Contrução de Equipe Narrativa
    17. 17. Building a work community Contrução de comunidade de trabalho With permission of MW Brands Company Réal. Eric Bouget
    18. 18. Narrative training Treinamento Narrativo
    19. 19. Narrative change management Gerenciamento de Mudança Narrativo
    20. 20. Applications of the tree of life in the organizations Aplicação da árvore da vida nas organizações With permission of Dina Scherrer Inspired from Ncazelo Ncube (REPPSI) and David Denborough
    21. 21. Narrative response to suicide and burnout Resposta Narrativa ao suicídio e burnout (estresse profissional) <ul><li>    </li></ul>http://www.dulwichcentre.com.au/explorations-2009-1-pierre-blanc-sahnoun.pdf
    22. 22. Takeouts Contribuições <ul><li>What new perspectives / thoughts / ideas / for you in your work ? </li></ul><ul><li>Que reflexões / idéias na sua prática em seu contexto ? </li></ul>
    23. 23. Merci beaucoup et… Muito obrigado e… [email_address] [email_address] http://www.cooprh.com/pratiques-narratives/

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