Living Storytelling as an Impetus for Organizational Change: Towards Connective Observing and Writing
Abstract
This paper examines how to use storytelling as impetus for organizational change. A saying goes that “lasting change starts with me, not with someone else.” The problem of many change processes is that a change agent writes a change report but the actual implementation by actors in the organization fails. The question becomes how a researcher can relate to participants in an organization in such a way that the change process becomes their process. For many change agents, storytelling is a powerful way for exploring an organizational setting and for putting ideas into an organization. In this paper, I elaborate some aspects of a relational inquiry stand (McNamee & Hosking, 2012), in which I use storytelling as an intervention method. As a consequence, participants are activated; “connective observing” and “connective writing” emerge. It opens the possibility for multi-layeredness and “living storytelling.” Will the researcher and active participants in the change process exchange positions?Published
2012-08-02
How to Cite
Maas, A. (2012). Living Storytelling as an Impetus for Organizational Change: Towards Connective Observing and Writing. Narrative Works, 2(1). Retrieved from https://journals.lib.unb.ca/index.php/NW/article/view/19503
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Copyright for articles published in Narrative Works is retained by the author(s), with first publication rights granted to Narrative Works. By virtue of their appearance in this open access journal, articles are free to use, with proper attribution, in educational and other non-commercial settings.
