Corporate legends and lore: the power of storytelling as a management tool
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York u.a.
McGraw-Hill
1993
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 234 S. |
| ISBN: | 0070463263 |
Internformat
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| 245 | 1 | 0 | |a Corporate legends and lore |b the power of storytelling as a management tool |c Peg C. Neuhauser |
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| 650 | 4 | |a Communication in management | |
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Datensatz im Suchindex
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| adam_text | Contents
Preface xiii
Acknowledgments xv
Part 1. The Purpose of Storytelling
in Organizations 1
1. Getting the Message . . . The Power of Stories 3
One Company s Favorite Stories 3
Stories Stick Like Glue . . . Remembering and Believing 4
Stories Make Information Easier to Remember 4
Stories Make Information More Believable 6
Productive or Destructive Stories—What Makes
the Difference? 7
Storytelling in Your Organization . . . The 90 Percent
Factor 9
2. Is It a Positive or Negative Story? 11
Defining Positive and Negative in Storytelling 11
Outcome or Message: Definition of Positive
and Negative Stories 12
Is the Outcome of the Story Positive or Negative? 12
The Age Old History of Storytelling 13
Are Your Stories Positive or Negative? 14
vii
Viii Contents
3. Six Types of Positive Stories in Organizations 16
1. Hero Stories 16
2. Survivor Stories 19
3. Steam Valve Stories . . . Letting Off Steam 20
4. Aren t We Great Stories 22
5. We Know the Ropes around Here Stories 23
6. Kick in the Pants Stories 24
What about the Stories in Your Organization? 26
4. Retelling Your Organization s Stories 27
The Spin You Put on a Story 27
Reshaping Your Stories by Changing the Spin 28
The Two Main Purposes of a Story 28
Grounding Stories: Key Values in Action 29
Instructive Stories: How We Do Things around Here 31
The Art of Telling the Story . . . Creating Pictures in the Mind 32
The Skill of Telling a Story 34
Plot 34
Characters 34
Action 35
Timing 35
Fluency 35
How Skillful Are You at Story Listening? 36
Part 2. Leading with Stories 39
5. Your Corporate Heritage: Sacred Bundle Stories 41
What Is in Your Organization s Sacred Bundle? 42
Questions about Your Organization s Sacred Bundle 43
The Difference between Your History and Heritage 44
Examples of Organizations Sacred Bundle Stories 45
Physical Objects in the Sacred Bundle 45
People in the Sacred Bundle 46
Crisis Stories in the Sacred Bundle 47
Collection of Stories in the Sacred Bundle 47
6. The Leader as Storyteller 49
Leaders: Protectors of the Sacred Bundle Stories 49
Leaders: Teachers and Guides through Stories 50
Leaders: Keepers of the Tribal Campfires 52
Conversations around the Tribal Campfires 53
Contents IX
How Leaders Get the Stories Started in Organizations 54
Questions to Consider for Getting the Stories Started 55
7. Inspiring Stories or Corporate Propaganda? 57
Stories Have to Match Behavior That Has Been Seen 58
Optimism That Is Out of Touch with Reality 59
Leadership Isolation . . . Are You Talking Only to Yourselves? 60
Consistent Toleration of Poor Performance 61
Listening to the Yes, Buts ... in Your Organization 63
Part 3. Connecting the Individual
and the Organization 65
8. What Is Your Autobiography of Stories? 67
Bringing Your Personal Stories to Work with You 68
What Are the Stories in Your Personal Sacred Bundle? 70
How Do Your Personal Stories Relate to Your Work? 71
Examples of Personal Sacred Bundle Stories 72
9. Who Are the Heroes in Your Organization? 76
An Organizational Hero Story 76
The Organizational Antihero Story 78
The Characteristics of a Hero 78
Teams Can Be Heroes, Too 80
Who Are the Heroes in Your Organization? 82
10. Storytelling and the New Employee 84
Storytelling as Training . . . Who and What
Do They Believe? 85
Improving the Orientation Process 86
What Did They Learn before Their First Day of Work? 87
Stories That Work and Those That Don t in a New Hire
Situation 93
11. Storytelling and Relationships inside
the Organization 94
Folklore as the Internal Cultural Road Map 94
What Is the Folklore Road Map of Your Organization? 97
X Contents
What Does the Folklore Road Map Tell You about Employee
Relationships? 98
12. Protecting Employee Morale 100
The Pivotal Role of Trust in Organizational Culture 102
Building a Folklore of Trust Stories 103
Watch Out for the Ripple Effect of Stories 104
Forgiving and Forgetting . . . How Do People Repair
Past Damage? 107
Repairing Damaged Relationships 107
Forgiving and Forgetting . . . Grieving and Healing 109
How Does Your Organization Grieve and Heal? 114
13. Storytelling and Relationships with Your Customers 116
How Important Are Your Customers . . . How Many Stories
Do You Tell about Them? 118
Listening to the Customers Stories 121
What Are You Learning from the Stories Customers
Tell You? 122
Diagnostic Questions to Understand and Use Customers
Stories 124
Customer Stories Are Essential in Continuous Quality
Improvement Work 125
Using Stories to Sell Your Ideas and Products
to Your Customers 126
Mini Negotiations . . . Everyone Is Selling Something
in Organizations 127
Stories as Verbal Persuasion 129
Success Can Make You Stop Listening to Your
Customers Stories 130
Questions to Ask about Your Organization s Customer Stories 132
Part 4. Storytelling as a Tool
for Managing Change 135
14. The Folklore of Organizations Built for Change 137
The Role of Storytelling in Cultures Built for Change 137
The New Story Line . . . Adaptive Cultures Built
for Change 139
Four Key Topics in Change Stories 139
Risk Taking and Innovation ... Do the Company Stories
Emphasize These Values? 141
Contents xi
Change Stories Include Controversy 142
Stories about Cultural Norms and Rules That Support
Change 144
Cultures Built for Change Hire People Who Are Attracted to
Change . . . The New Storytellers 145
Stories Focusing on Change as Improvement 146
Is Your Organization Adaptive? Listen to the Stories It Tells 147
15. The Role of Storytelling in Creating
an Adaptive Organization 149
Telling Stories That Build the Habit of Expecting Change 150
Being Your Own Futurist. . . Stories about Change 151
Getting Employees Involved in Telling Stories about Change 152
The Hit the Ball and Drag Charlie Syndrome 153
Creating a Shared Vision of the Future through Storytelling 154
The Vision Cannot Be Private Property 156
Changing an Old Vision Requires a New Story Line 157
Listen to Current Stories before Trying to Change
the Culture 158
Questions to Ask When Listening to Current Stories 158
Old Stories That Tell the New Message 160
Find the Current Stories That Are Supportive
of the Change 161
Include the Informal Leaders as Storytellers 163
Persuading Reluctant Informal Leaders to Participate
in the Storytelling 164
Stories about Informal Leaders Who Refuse to Participate 165
How Long Does It Take to Create a New Story Line? 167
16. Using Stories to Communicate Effectively
during a Change 169
Using Storytelling to Communicate Effectively before
the Change Arrives 169
Stories Help Employees Understand the Changes 171
Telling the Truth in the Change Process 172
Withholding Information for Too Long 173
Not Keeping Promises Made during the Change 174
Bad News Is Not Good News . . . Don t Try to Pretend It Is 176
The Role of Storytelling in Telling the Truth 176
Face to Face Storytelling during the Change 177
The Role of Gossip in the Communication of Change 179
Using Stories to Talk about Sensitive Topics 180
xii Contents
17. Using Storytelling to Manage Resistance to Change 184
Storytelling Used to Encourage Both Stability and Change 184
The Status Quo Is Not All Bad 186
Reducing Resistance by Getting People Involved in the Change 187
Getting the Resisters Involved to Create a Shared Story 189
Understanding People s Past Stories about Change
in This Organization 190
Going Back to the Original Story 191
Demystifying the Old Story 192
Letting Go of the Old ... Finishing the Story 193
Creating New Rituals and Ceremonies after the Change 195
18. Using Storytelling for Creativity and Innovation 198
The Barometer Story 198
How Does Storytelling Contribute to Creativity? 199
Logic based Thinking versus Visual based Thinking 199
Using Analogies and Metaphors to Trigger Creativity 201
Real Life Analogies 202
Symbolic Analogies 203
When Analogies Stop Being Creative and Become Lying 204
Using Humor in Stories 204
Constructive Use of Self Talk: Stories You Tell to Yourself 205
Creative Leadership as Catalyst and Storyteller 206
Conclusion 209
Addendum. Building Your Own Collection of Great Stories 211
Retelling Classic Leadership Stories 211
Stories Told by Weil Known Leaders 212
Stories Told about Well Known Leaders 214
Stories That Are Metaphors Applicable to the Workplace 217
Ministories in the Form of One Liners 218
References 221
Bibliography 231
Index 233
|
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| spelling | Neuhauser, Peg 1950- Verfasser (DE-588)129071013 aut Corporate legends and lore the power of storytelling as a management tool Peg C. Neuhauser New York u.a. McGraw-Hill 1993 XVI, 234 S. txt rdacontent n rdamedia nc rdacarrier Communicatie gtt Organisatiecultuur gtt Organisaties gtt Kommunikation Communication in management Communication in organizations Corporate culture Kommunikation (DE-588)4031883-7 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Organisation (DE-588)4043774-7 s Kommunikation (DE-588)4031883-7 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=006440953&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Neuhauser, Peg 1950- Corporate legends and lore the power of storytelling as a management tool Communicatie gtt Organisatiecultuur gtt Organisaties gtt Kommunikation Communication in management Communication in organizations Corporate culture Kommunikation (DE-588)4031883-7 gnd Organisation (DE-588)4043774-7 gnd |
| subject_GND | (DE-588)4031883-7 (DE-588)4043774-7 |
| title | Corporate legends and lore the power of storytelling as a management tool |
| title_auth | Corporate legends and lore the power of storytelling as a management tool |
| title_exact_search | Corporate legends and lore the power of storytelling as a management tool |
| title_full | Corporate legends and lore the power of storytelling as a management tool Peg C. Neuhauser |
| title_fullStr | Corporate legends and lore the power of storytelling as a management tool Peg C. Neuhauser |
| title_full_unstemmed | Corporate legends and lore the power of storytelling as a management tool Peg C. Neuhauser |
| title_short | Corporate legends and lore |
| title_sort | corporate legends and lore the power of storytelling as a management tool |
| title_sub | the power of storytelling as a management tool |
| topic | Communicatie gtt Organisatiecultuur gtt Organisaties gtt Kommunikation Communication in management Communication in organizations Corporate culture Kommunikation (DE-588)4031883-7 gnd Organisation (DE-588)4043774-7 gnd |
| topic_facet | Communicatie Organisatiecultuur Organisaties Kommunikation Communication in management Communication in organizations Corporate culture Organisation |
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