We have decided to adapt it and reinterpret it according to our needs and integrate it with the approach used by our Change Maker Iwona Zając.
The Story-Work methodology has been developed with corporate organisations in mind as explained by Shawn Callahan in the article : “Making the most of Story-Work”. Our present text is based on this article, which is also the source for all the all the quotations given here.
The Story-Work methodology is based on the following three pillars:
1/ Story-listening
The stories that are told by the members of your organisations reflect your organisation’s culture. This culture cannot be changed without changing the stories. Story-listening helps you to become aware of the current narratives –to identify the dominant stories, the prevalent archetypes, the repeating plot lines. “Most importantly, because you are working with stories, your feelings are engaged, and these feelings inspire you to take action.” In this way it activates, empowers people.
2/ Story-trigerring
Our beliefs, attitudes and values form together our view of life/ our view of organisation. This view is developed by what happens to us and how we interpret this experience. Those interpretations are, in turn, reinforced by us telling ourselves stories and acting in accordance with them. “The simplest way to trigger such stories is for an organisation’s leaders – that is, leaders in the broadest sense of the word – to do remarkable things, things that other people will remark on.” It doesn’t have to be something very challenging, for example, the leaderscould tell an authentic story that reveals something about their– especially something about their feelings. In this way the leader’s example is inspirational for colleagues and triggers a new organisational narrative resulting in the organisational change.
3/ Story telling
Although there are many ways in which stories can be applied in the context of organisation, Callahan puts emphasis on strategic stories i.e. stories that refer to your organisation’s strategy. “A good strategic story is a framework of meaning that explains why an organisation’s strategic directions have been selected.” However, within this framework there is a lof of spce for “improvisation”, for particular leaders and organisation’s members to retell it through their own experience and emotions. Thus, a good strategic story should be memorable, adaptable and meaningful.
Read more On Our Way to Storytelling