Storytelling has been used for thousands of years as a means of exchanging information and generating understanding. As a deliberate tool for sharing knowledge within organizations it is quite recent, but its use is growing very rapidly, to the extent that it is becoming a favored technique among an increasing number of management consultants.
Storytelling has numerous advantages over more traditional organisational communication techniques. First is that it enables the articulation of emotional aspects as well as factual content, and thus allows the expression of tacit knowledge that might otherwise be difficult to share. Second, in providing the broader context in which knowledge arises, storytelling can increase the potential for meaningful knowledge sharing. By grounding facts in a narrative structure, learning is more likely to take place, and being passed on.
Storytelling has numerous advantages over more traditional organisational communication techniques. First is that it enables the articulation of emotional aspects as well as factual content, and thus allows the expression of tacit knowledge that might otherwise be difficult to share. Second, in providing the broader context in which knowledge arises, storytelling can increase the potential for meaningful knowledge sharing. By grounding facts in a narrative structure, learning is more likely to take place, and being passed on.
WHEN TO USE IT AND WHY
Storytelling is used in organizations as a communication tool to share knowledge with inspiration. The language used is authentic (experience, not fact oriented); it is the narrative form that most people find interesting and attractive. Simple stories can illuminate complex patterns and deeper truths – one should never underestimate the power of the particular. The process of telling your story – and seeing it touch other people – can be empowering. Being touched by the stories of others makes a difference to bonds of trust, as well as insights.
Storytelling is not suitable for every situation and should be selected based on consideration the wider working context and intention. A method such as storytelling may need time to be accepted as part of the organizational culture - people may see it as lacking in rigour, or they may be reluctant to share their experiences openly.
Storytelling is not suitable for every situation and should be selected based on consideration the wider working context and intention. A method such as storytelling may need time to be accepted as part of the organizational culture - people may see it as lacking in rigour, or they may be reluctant to share their experiences openly.
HOW TO?
As a teller:
As a listener / interviewer:
- Be clear about the key message you want to convey with a story.
- Build your story on an own experience. Note key-words, from the beginning to the dramatic evolution, the turning point and the happy (sad) end. What is the lesson learned?
- Tell your story starting from the beginning. Build an atmosphere of curiosity. Tell the surprising moment of your story with a dramatic voice. Observe your listeners.
- If indicated, relate your story to the topic discussed.
As a listener / interviewer:
- Contribute to a good climate in the group. Show your interest. Give the storyteller an adequate reason to tell.
- Be a great audience. Listen closely, be receptive and fully comprehending.
- Don't resist the story. Hear it out and then come back with additional questions.
- Observe an implicit contract of trust. Only break when you feel the teller is not telling the truth.
WHAT DO YOU NEED?
Storytelling techniques can be carried out in different variations. Storytelling can work individually, in pairs and larger groups. Accordingly to the technique you choose, you will have different requirements.
MORE INFORMATION / SOURCES
- SDC Shareweb Learning & Development, n/d. Storytelling. This useful tool explores the techniques and the process of successful storytelling within organizations
- Ramalingan, Ben, 2006. Tools for Knowledge and Learning: A Guide for Development and Humanitarian Organisations. ODI Toolkit. With 30 tools and techniques, the aim of this toolkit was to present entry points and references to the wide range of tools and methods that have been used to facilitate improved knowledge and learning in the development and humanitarian sectors.
- Denning, Steven, 2005. The Leader's Guide to Storytelling: Mastering the Art & Discipline of Business Narrative. "A comprehensive look at the role of storytelling in meeting the most important leadership challenges today".