Download The Power of the Tale: Using Narratives for Organisational by Julie Allan, Gerard Fairtlough, Barbara Heinzen PDF

By Julie Allan, Gerard Fairtlough, Barbara Heinzen

Story-telling is likely one of the top methods for people, teams, agencies and societies to benefit. ability in story-telling and in different narrative actions permits us to appreciate complexity, reside with uncertainty, converse good and raise own and organizational effectiveness. As organisations movement clear of out of date command and keep watch over, they're going to more and more desire the bonds of shared tales, which create shared language, shared visions and shared values.

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Extra info for The Power of the Tale: Using Narratives for Organisational Success

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In retrospect, it can be seen that a minor investment in training and equipment - made a few years earlier - would have avoided the problem. As Machiavelli puts it: The following general rule is never or rarely wrong: whoever is the reason for someone else attaining power will come to ruin; because that power was given either through cleverness or through brute force, and both of these are suspect to whoever has become powerful. (III-14). Did you ever see a newly promoted manager proceed to put aside precisely those people who helped him to achieve the new rank?

Innovation will also fail if it is imposed from above without first building a consensus. What Machiavelli says is that both consensus-building and assertion of authority are necessary in most cases. Personally, I have never seen any significant change happen without both extensive consensus-building and assertion of authority . The consensus-building prepares people to accept the imposition of authority. But they won't change the way they work unless they ar e 42 forced to. A recent study of chief executives indicates that the overwhelming majority favor participative management, an essential condition for consensus-building.

Cases abound of entrepreneurs who had the good luck to encounter timely inventions or marketing techniques, on which they built industrial enterprises such as General Electric, RCA, or McDonald's. But cases also abound of failures like those of Studebaker Automobiles or Eastern Airlines. Shakespeare expressed Machiavelli's observation in poetic terms: 40 "... Best are those Whose blood and judgement are so well commingled That they are not a pipe for fortune's finger To sound what stop she pleases Those who have become bosses through their own skill, acquiring authority with difficulty, retain authority easily: indeed, the difficulties that they have to acquire authority come in part from new ideas and methods that they ar e obliged to introduce in order to attain authority.

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