The Blog

27 Aug 2007

Beyond storytelling: to narrative intelligence Whilst the term storytelling is intriguing as a management training tool, there’s also something basically wrong as taken literally, it implies a kind of one-way relationship: “I tell and you listen."The kind of “storytelling” that has the most impact is interactive. There’s at least as much “story listening” as “storytelling”. An ability to navigate successfully in this quicksilver world of interacting narratives is termed narrative intelligence (Steve Denning 2007).
To illustrate this point, an article was recently published in the New York Times entitled: “Chatty Doctors forget Patients” and said:
الخيارات الثنائية شريف With the emergence of “narrative medicine”, doctors have been increasingly encouraged to use storytelling as a way of connecting with their patients. In a study published in The Archives of Internal Medicine, Doctors told stories about themselves in a third of the encounters with patients, and in those encounters, there was no evidence that any of the doctors’ disclosures about themselves helped patients or established rapport. They were so busy “storytelling” about themselves, they didn’t get round to listening to their patients’ stories.
They thus, lacked narrative intelligence.

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اسعار اسهم دبي Beyond storytelling: narrative intelligence
The concept of narrative intelligence is important as it identifies the importance of the two-way interaction between the speaker and the listener and avoids the notion that— If I tell the story and you are to listen. Successful leaders are not just good at storytelling—they generally display strong narrative intelligence.

رابط الموقع It is no surprise that the primary role of storytelling is a communication about change. History has taught us that for centuries human beings have been thinking in stories. They dream in stories. Their hopes and fears reside in stories. Their imaginations consist of stories. They plan in stories. They gossip, love, and hate in stories. Their emotions have a narrative character. Their decisions rest on narratives.

برنامج تداول الاسهم ايفون Although the idea that storytelling is a key leadership communications tool, at first glance, it often strikes business executives as profoundly counter-intuitive. This is not what we were taught at school. It is not how we have been trained. It is not the norm in formal organizational meetings. Our culture often leads us to thinking that analytic is good and anecdotal is bad: it is not logical to generalise the idiosyncratic vagaries of a single story to an entire population. And so we go on making PowerPoint presentations full of abstractions and bullet points, like medieval doctors slicing the evins of a patient to remove excess blood, not realising that everything we are doing and saying is making the situation worse. The notion that a deep understanding of narrative is key to transformational leadership strikes many people as surprising and in some sense an unacceptable idea. Steve Denning (an American expert in narrative Intelligence) says that it is true that we think in stories, and make decisions in the form of stories, and this means that all forms of communication directed toward action are not just stories themselves, but questions, metaphors, images, offers, challenges, conversations or arguments are effective to the extent that they generate a new story in the mind of a listener. المباشر للاسهم These varied communication tools are effective when they point to a story. A story provides a unifying concept to understand whether and to what extent, any communication directed toward action will be effective. And if that is so, then narrative intelligence اتبع عنوان ورل “the ability to think narratively about the world” is central to leadership. But what exactly does it mean to think narratively about the world? It means the capacity to understand the world in narrative terms, to be familiar with the different components and dimensions of narratives, to know what different patterns of stories exist and which narrative patterns are most likely to have what effect in which situation. It also means knowing how to overcome the fundamental attribution error and understand the story. It implies the ability to anticipate the dynamic factors that determine how the audience will react to a new story and whether a new story is likely to be generated in the mind of any particular audience by any particular communication tool. The ability to think narratively that is, narrative intelligence, reflects a recognition that the narrative aspects of the world matter because human goals matter, and narratives encapsulate human goals. The pattern of words that we use matters: are they abstract, cold, impartial, objective, inert, seemingly remote from human goals? Or do they have all the richness and texture and objectives of human existence, making them likely to engage an audience? And the sequence of patterns matters: one order generates excitement; the opposite generates hostility. And the stories that these patterns of words elicit in the mind of the listener matter. And the responses, wittingly or unwittingly, in the form of a nod, a smile, or a frown from the listeners are important. What a Leader does about those responses also matters, whether the responses are encouraging or discouraging. And the interaction among narratives matters, an interaction that is taking place in seconds: a single word, or phrase, or sequence, at the right time, or out of place, makes all the difference. The outcome, either way, will be decided in a flash. An ability to act and react agilely in this quicksilver world of interacting narratives is the gist of narrative intelligence. Dennis Digg this Yahoo Furl

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