Other Methods and Variants of Storytelling

  • Karin Thier
Chapter
First Online:
Part of the Management for Professionals book series (MANAGPROF)

Abstract

This chapter will briefly introduce a selection of storytelling methods that have been successfully tested and applied in organizations. For example: “Appreciative inquiry”—involving stories for large conferences, “Transfer Stories” for preserving expert knowledge, “Springboard Stories” for the support of change processes, and “Re-authoring Leadership”. Their depiction will direct particular attention toward the domains of cultural change, organizational culture, knowledge transfer, and leadership.

This is a preview of subscription content, log in to check access

References

  1. Cooperrider, D., & Srivastva, S. (1990). Appreciative management and leadership: The power of positive thought and action in organization. Euclid, OH: Williams Custom.Google Scholar
  2. Denning, S. (2001). The springboard: How storytelling ignites action in knowledge-era organizations. Woburn: Butterworth-Heinemann.Google Scholar
  3. Denning, S. (2002). Using stories to spark organizational change. Journal of Storytelling and Business Excellence, 2. Retrieved March 17, 2010, from http://kmadvantage.com/docs/km_articles/using_stories_to_spark_organizations_change.pdf
  4. Erlach, C., Orians, W., & Reisach, U. (2013). Wissenstransfer bei Fach- und Führungskräftewechsel – Erfahrungswissen erfassen und weitergeben. München: Hanser Verlag.Google Scholar
  5. Frenzel, K., Müller, M., & Sottong, H. (2000). Das Unternehmen im Kopf. Schlüssel zum erfolgreichen Change-Management. München: Hanser.Google Scholar
  6. Frenzel, K., Müller, M., & Sottong, H. (2006). Storytelling. Das Praxisbuch. München: Hanser.CrossRefGoogle Scholar
  7. Fog, K., et al. (2010). Storytelling. Branding in practis. Berlin: Springer.Google Scholar
  8. Loebbert, M. (2003). Storymanagement: Der narrative Ansatz für Management und Beratung. Stuttgart: Klett-Kotta.Google Scholar
  9. Sammer, P. (2014). Storytelling. Die Zukunft von PR und Marketing. Köln: O’Reilly.Google Scholar
  10. Snowden, D. (1999, November 24–25). Story telling: An old skill in a new context. Speaker Notes für einen an der Universität of Warwick durchgeführten. Workshop. Retrieved March 17, 2010, from http://www.cognitive-edge.com/ceresources/articles/10_Storytellling1_-_Old_Skill_New_Context_.pdf
  11. Snowden, D. (2001, July–August 10). Narrative patterns – the perils and possibilities of using story in organisations. In Knowledge management (Vol. 4, pp. 10–15).Google Scholar
  12. Swart, C. (2013). Re-authoring the world. The narrative lens and practices for organisations, communities and individuals. Randburg: Knowres.Google Scholar
  13. Swart, C. (2015). Coaching from a dialogic OC paradigm. In G. R. Bushe & R. J. Marshak (Eds.), Dialogicorganization development: The theory and practice of transformational change (pp. 349–370). San Francisco: Berrett-Koehler.Google Scholar
  14. Thier, K., & Erlach, C. (2014). Wissenstransfer mit Storytelling. Erfahrungswissen von ausscheidendem Fachpersonal sichern. Klinik, Wissen, Managen, 3, 25–27.Google Scholar
  15. zur Bonsen, M. (2000). Eine neue Geschichte erzählen: Spirit, Mythen, Großgruppen-Interventionen und liturgische Systeme. In R. Königswieser & M. Keil (Eds.), Das Feuer großer Gruppen. Konzepte, Designs, Praxisbeispiele für Großveranstaltungen (pp. 85–99). Stuttgart: Klett-Cotta.Google Scholar
  16. zur Bonsen, M., & Maleh, C. (2012). Appreciative Inquiry (AI): Der Weg zu Spitzenleistungen: Eine Einführung für Anwender, Entscheider und Berater. Beltz: Weinheim.Google Scholar

Copyright information

© Springer-Verlag GmbH Germany, part of Springer Nature 2018

Authors and Affiliations

  • Karin Thier
    • 1
  1. 1.NARRATA ConsultBad BergzabernGermany

Personalised recommendations