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"Using Storytelling to
Create Powerful Problem Definitions"
by Marian Thier, Expanding Thought
"...Storytellers use their craft to see farther, dream bigger,
and engage more people. In other words, they're a perfect match
for an economy in which the game is evolving, the rules aren't
clear, and the competition is elusive."
Fast Company, June/July 1998.
More than ever then, it is imperative that organizations mine
rich organizational stories. And problem solving is one place
to excavate.
When we at Expanding Thought begin to work with a group that has
a problem to solve, we explain the value of spending time in problem
definition. If the problem is not well considered and defined,
it is doubtful the solution will be of value. What a waste of
intellectual capital; yet, the norm seems to be to plunge into
the problem with a bias for action rather than reflection.
One of our most successful initiatives to engage the group in
sufficient problem definition is storytelling. That is, we ask
people to talk about the problem as they know it. This exercise
in storytelling provides a platform for people to:
Spill their beans. Problem solvers can say whatever they believe
to be true about the problem without a right or wrong. They say
whatever their experience with the problem is. Stories carry values,
memory, and perceived truth. These stories help the group understand
the complexity of the problem they are dealing with and prevent
a silver bullet problem definition that will result in a much
too simplistic and facile solution.
Gather a body of knowledge. It never ceases to amaze people
that others may not have the same point-of-view about a problem.
Storytelling the problem builds a pool of shared knowledge and
experience with the problem. Stories bring tacit knowledge to
the surface. Listening respectfully to one another talk about
what they know, have done, and believe the problem to be reduces
assumptions and increases the likelihood of a level playing field
for solutions. "Stories play a big role in institutional
memory--they are the principal means by which groups remember."
(Charlotte Linde, Fortune, September 7, 1998).
Establish a community of thinkers. Once people begin to tell
the problem story, they are less likely to "own" their
thoughts. It is wonderful to hear the dialogue move from "Here
is the problem as I see it" to "What does X's experience
with the problem tell us about the root cause?" or "I
heard X say..." Stories show that we are all in the venture
together.
Learn from failure. One of the most powerful preventions of
repeated mistakes is to learn about what didn't work and why.
Telling the stories of failure enables everyone to hear them without
blaming an individual for the failure. In many cases, failures
occurred before the current problem solvers were on board, and
they may not actually know about past failures or may only know
rumors.
Uncovering cultural norms. Stories uncover what is valued, who
and what thrives, rewards and punishments. and what is/is not
supported. Storytelling demonstrates how safe it is to "let
go." If the stories are guarded and filled with sacred cows,
it tells us a problem solving group might have difficulty participating
in and selling breakthrough thinking. We also focus on bounding
the problem definition so that the participants work on a problem
that can actually be solved and implemented.
Storytelling and problem solving have been with us for centuries.
Combining the two ancient forms of thinking in this modern world
of rapid and demanding change, calms the process and provides
a space for powerful solutions.
Back to "Storytelling:
A Powerful Tool for Problem Definitions" description...
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