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stories

The non-crime hotline
People often ask why "appreciative enquiry" is not our methodology of choice, and why so many negative stories, archetypes and values surface in our processes. One of the key arguments is that humans don't tend to learn from other people's success as it is very difficult to replicate, we can however learn much from other's mistakes as it tells us what to avoid.
This great post by Shawn from Anecdote about the "non-crime hotline" serves to illustrate.

Where the role of narrative can be applied
Here is a simple diagram outlining where you could apply narrative/stories in your organisation, and to what end:

Our narrative approach/model
Over the last few months we've been refining the way we approach narrative in organisations and have found something that now works for us, and is pretty simple to understand.
Head on over to our Narrative Model page to see the model in full details.
Credit must be given to Shaun Callahan from Anecdote who originally developed a very similar model that we've tweaked.
Narrative model

Here it is: our approach to stories within organisations.
The components of this model are:
The difference between big and small "s" stories
Big "S" stories are the stories we normally associated with Storytelling - the well-polished, entertaining stories we grew up with, and the stories told by our favourite Storytellers. They were told to us as fairytales, they are shared around the campfire, and told at conferences as the defining stories about our nation, race, culture and people.
Small "s" stories are the fragments of experiences that we share in everyday conversation. They are the stories we tell when we get home and tell our family how our day was. They're the stories we tell around the water cooler and as we stand on the smoker's balcony.
And so, there's a difference between Storytelling and storytelling. It is also important to note that every Big "S" story has emerged out of a collection of Small "s" stories.
The nature of every story
In general, stories are rich in the following two dimensions: touch and concept. That is, stories are high in touch as they touch our hearts and move our emotions - they are entertaining! Then, within the DNA of every story, no matter how deep or polished, is a level of complex information that is valuable - these stories are high in concept.
What stories do
Stories that are high touch and high concept do a few things:
- they provide insight
- they provide us with meaning
- they create influence as we share them, and
- stories inspire people to take action!
Storytelling
We believe that everyone is a storyteller! You may not consider yourself a "S"toryteller, but you are certainly a "s"toryteller. Standing around the braai/barbeque, sitting around a dinner stable, standing amongst friends with your favourite drink ... everyone becomes a storyteller.
The overall power of storytelling is its ability to enhance communication skills - for both the individual and the organisation. Through prospecting the available stories of yourself, or about your organisation/brand, you are able to identify the patterns within the stories and what the main personal or brand story should be about.
Storygathering
Also known as storylistening, storygathering is an underutulised technique in organisations. If our assumption about small "s" stories is right, then there are multitudes of stories being told all the time - especially by your employees and customers about your organisation. Imagine how useful it would be if you were able to gather and harness those stories?
Doing just that allows you to solve amazingly complex problems in surprising simple ways. Through discovering and gathering the stories about your problem, you are able to make sense of what those stories are saying, and are then able to act in a contextually relevant way to shift your problem.
Credit
Credit needs to be given to Shaun Callahan of Anecdote in Australia who originally developed this model. We've tweaked it for the South African context and use it with permission.

Big and small "s" stories
One of the questions Sonja and I often get when introducing ourselves is this, "Why use the word narrative? We find the word "story" easier to understand."
In response we've said that the word "narrative" has more gravitas to it and communicates that we're more than just story-tellers. However, of late we've begun to use a way of describing narrative that Anecdote use: the difference between big "S" story and small "s" story. Here's what I mean ...

The conversation that's happening, right now, in your organisation?
I've recently begun an experiment ... I've joined Twitter. Some have admonished me for being so late in joining the party, and others have responded with a quizzical look that says "is this the thing that geeks do?"
A week into it and I have found it to be quite a natural extension to the status updates I do on Facebook, but with an edge. Twitter interests me because of the unstructured way in which people can broadcast thoughts, activities, links to interesting material, and well, just about anything that can be converted into 140 characters of text. In short, each "tweet" is a fragment of narrative. It is, as Scott Stratten wrote, the conversation that's happening, right now. It is also a platform that exposes our human desire to broadcast and share our stories - the stories about who we are, where we are and what we are.
Now, lets turn the thinking from a social network towards how this might work in organisations ...

Fascinating failure
Why are we so afraid to admit to making a mistake? Failure, it seems, is universally seen as something to be avoided at all costs. In a recent project where we investigated safety practices in mining, one of the key issues we identified was the tendency to try to hide failure by shifting blame, not reporting near misses, and scape-goating. This, in an industry where learning from other's mistakes can save lives.

Aggregators as a measure of pulse
Broadly speaking, the heart of our business is about the gathering of stories (many stories) within organisations so that decision makers can better understand their organisation or problem they are facing. In a sense, we're story-aggregators.
Online content aggregators like Afrigator do a great job of funneling African generated web content into one easy-to-use place - that's a semi-official description. But what I think aggregators like Afrigator do, is to funnel stories, and fragments of stories. The challenge with dealing with this many stories is how to filter them so that one can make sense of what they collective is saying. This is done by searching for keywords and topics, but wouldn't it be cool if we could use Afrigator as a measure of the pulse of African stories?

Stories, sport and performance
I came across a great little anecdote while doing some research for a sports related project Sonja and I are working on - it will hopefully translate into a television series next year, but more of that once we're actually allowed to talk about it :) Here's the anecdote:
At the 150th birthday celebration of Grey College, Ryk Neethling gave an address in which he attributed his Olympic success to his education and upbringing at Grey. He recounted an experience he had with Russian swimming icon Alexander Popov, who attempted to speak to the Old Grey shortly before the relay world record in Athens. Neethling was oblivious to the approach by Popov, and stared "straight through him" as he was so focused. Popov said he knew then that a great performance was about to happen.
This anecdote got me thinking about how, if we are able to ask the right questions of a story in sport...

the spiritual side of safety
As part of a mining safety project we're currently involved in, we conducted interviews with several key industry stakeholders. During one of these interviews we were told the following story:
A worker at a mine that has recently experienced a spate of fatal accidents told investigators that he knew the reason why there were so many accidents at this mine, and he also said that they would continue unless certain measures were taken. According to him, the "ancestors" were angry because they were not consulted before the mine decided to allow women to work underground. Until they were appeased by a "cleansing ceremony", the accidents would continue.






