The Power of the Tale

Acknowledgements1 Stories in ActionResistance to story-tellingHow story-telling works its magicTypes of narrativeWays of creating storiesStory-telling skillsSeven historiesThe rest of the bookWhat readers will get from the book2 M4 Technology - Stories for Truth and TrustCommunicationThis chapterA theory of truth and trustPractices and storiesAccept vulnerabilitySeek empathySeek transparencyPromote dialogueAvoid groupthinkSupport truthful politicsConclusion3 AutoCorp - LearningIndividual learningAutoCorp: the pastAutoCorp: stories for the futureA training taleA coaching taleA mentoring taleA cautionary tale about not learningConclusion4 Themis - Using Stories in a Professional Development CommunityLyn's storyPerspectives and practicesThe history of ThemisA note on written storiesConclusion5 Matters of Life and Death - Using stories in the National Health ServiceValue conflictsEmbracing errorTrusting your judgementA positive approach to dilemmasStories about storiesBarchester DistrictComplexityConclusion6 AutoCorp - EvolvingFacilitating changeCoping with complexityAnother virtuous circleAutoCorp's change programmeUncertaintyAmbiguitySelf-organising change at AutoCorpAn experiment in self-organisationConclusion7 LIFT - Stories for InnovationThe London International Festival of TheatreImagination, vision and storiesStimulating your imaginationMaking connectionsThe right space to tell the taleBoundary spanningBuilding an organisationExpanding the visionRenewing the visionConclusion8 Kenya - Scenarios for a Country's FutureThe Mont Fleur scenariosThe benefits of scenariosKenyaStory-telling and scenariosMount Kenya Safari ClubThe research workshopDetoxifying the mindFurther workshops - Lake Baringo, Mombasa and AmboseliThe scenariosInfluence of the scenario projectConclusion9 Thinking about StoriesStory characteristicsStories in organisationsStories and learningStories and societyConclusion10 Tools and Techniques for Story UseA note on ethicsChapter formatStory-telling

JULIE ALLAN is a chartered occupational psychologist in private practice, whose work is focused on supporting sustainable individual and organisational development. She draws on a wide range of whole-system approaches, including gestalt and complexity, to help individuals address both strategic thinking and behavioural change. With a prior career in writing and publishing with the BBC, she is particularly interested in communication and applied creativity, and has recognised and put to use the vital role played by storytelling across all her working involvement, as well as in general life.GERARD FAIRTLOUGH is a biochemist with 25 years' experience at Shell. Later he was founder and CEO of biopharmaceutical company Celltech, and has helped set up several other businesses in biotechnology and IT. Gerard has been specialist advisor to the House of Commons Select Committee for Science and Technology, advisor to the LIFT Business/Arts Forum and is widely published in the areas of organisation learning and innovation. He is currently a director of Xenova Group plc and Chair of the Advisory Panel of SPRU at Sussex University.BARBARA HEINZEN is a geographer and freelance consultant in long range scenario planning and policy analysis. She specialises in working with organisations to help identify the driving forces of change in developing and restructuring societies. Barbara has worked with a variety of major multinational companies and public and voluntary organisations in Europe, Asia and Africa on both commercial and public policy issues. Like Gerard, she is an advisor to the LIFT Business Arts Forum, but also co-founded BEAD, Business Exchange on AIDS and Development, and is a Senior Research Associate at the School of Oriental and African Studies in London.

".... the approach allows management teams to think constructively, help personal development and can be used to explain complex issues." (People Management, 21 March 2002)