Narrative coaching dulwich 2012

Narrative coaching Narrative coaching and corporate and corporate

identitiesidentities

Bringing narrative ideas into the Bringing narrative ideas into the workplaceworkplace

How to deal with the « Big 5 »How to deal with the « Big 5 »

Dulwich CentreDulwich CentreMarch 19, 2012March 19, 2012

Pierre Blanc-SahnounPierre [email protected]@cooprh.com

From where I From where I speak…speak…

A litle bit of A litle bit of contextcontext

The big private companies set a new dominant order The big private companies set a new dominant order based on performancebased on performance

This dominant culture spreads over every sector of This dominant culture spreads over every sector of life, especially public services, hospitals, social work, life, especially public services, hospitals, social work, prisons, etc. which are supposed to meet the prisons, etc. which are supposed to meet the performance criteria and the financial models of the performance criteria and the financial models of the private companiesprivate companies

The financial markets have taken the power over The financial markets have taken the power over most companies and that this power brings into most companies and that this power brings into question the place of people and of productive question the place of people and of productive investment in the value creation processinvestment in the value creation process

This state of things puts more and more pressure on This state of things puts more and more pressure on the managers' shoulders and that the gap between the managers' shoulders and that the gap between local understandings of work and life and global local understandings of work and life and global requirements of performance is increasingrequirements of performance is increasing

The workers have less and less chance to connect The workers have less and less chance to connect their hopes, dreams and values to the demands of their hopes, dreams and values to the demands of the companiesthe companies

This state of things increases suffering at work, the This state of things increases suffering at work, the suicide rate, disorientation and demotivationsuicide rate, disorientation and demotivation

More and more managers engage in violent or More and more managers engage in violent or coercive behaviors to try to respond to what is coercive behaviors to try to respond to what is expected from themexpected from them

At the end of the day, all this decreases the At the end of the day, all this decreases the performance and the long term development of the performance and the long term development of the companies and destroys work in most western companies and destroys work in most western countries, weakening the ability of the state to countries, weakening the ability of the state to represent the people, and to provide adapted represent the people, and to provide adapted responsesresponses

… … and because Narrative Practices allows and because Narrative Practices allows people to rebuild work-communities based on people to rebuild work-communities based on local skills and experiences and making rich local skills and experiences and making rich connections between their identities as human connections between their identities as human beings and their stories as workers.beings and their stories as workers.

What you find in What you find in an organization is an organization is

very strong very strong dominant dominant ideasideas

about power and about power and compliancecompliance

about profitabout profit about efficiencyabout efficiency about creation of value about creation of value

for the shareholderfor the shareholder about growthabout growth

This is what we This is what we call call « the big 5 »« the big 5 »

Narrative Narrative practices are practices are relevant for relevant for

coaching and coaching and consultingconsulting

A work story is a storyA work story is a story Work is a strong narrative theme (values, hopes) Work is a strong narrative theme (values, hopes)

supporting multiple storiessupporting multiple stories A company itself is a story (K. Weick)A company itself is a story (K. Weick) People respond and resist (coffee machine, rumours, People respond and resist (coffee machine, rumours,

« resistance to change »)« resistance to change ») These are always thin traces of alternative work These are always thin traces of alternative work

values underpinned by alternative work storiesvalues underpinned by alternative work stories A work community is a community defined by its A work community is a community defined by its

preferred stories (merger)preferred stories (merger) There are lots of metaphors and images in the folk There are lots of metaphors and images in the folk

culture that can account for these dominant or culture that can account for these dominant or alternative organizational models (Village Gaulois, alternative organizational models (Village Gaulois, Star Trek, Gladiator, Prova d’orchestra, the Star Trek, Gladiator, Prova d’orchestra, the Godfather, Star Wars…)Godfather, Star Wars…)

Some points ofSome points ofvigilance vigilance and and

limitslimits

Our representation of business and Our representation of business and companies as « another world » and companies as « another world » and narrative consulting in the organizations narrative consulting in the organizations as « another skill »as « another skill »

Multiplicity of stories about the same topic, Multiplicity of stories about the same topic, implicit prevalence of the payer’s versionimplicit prevalence of the payer’s version

Localization of the problem and initial Localization of the problem and initial meeting with the management with meeting with the management with negociation about the problem’s property negociation about the problem’s property (Gérard Lambert has a leadership (Gérard Lambert has a leadership problem)problem)

Normalizing pathologizing coachingNormalizing pathologizing coaching Narrative coaching and problem Narrative coaching and problem

dissolution vs. the tradition of problem dissolution vs. the tradition of problem resolution in organizationsresolution in organizations

Company dominant management Company dominant management and relations culture (management and relations culture (management by terror, by greed, « humanist by terror, by greed, « humanist bet »…)bet »…)

Shareholder culture (measure)Shareholder culture (measure) Management willingness and stories Management willingness and stories

about being a leaderabout being a leader Management resistance and Management resistance and

legitimacy buildinglegitimacy building

the narrative coach has to deal endlessly the narrative coach has to deal endlessly with the enormous pressure of these with the enormous pressure of these dominant storiesdominant stories

Often he has himself a business!Often he has himself a business! he might be « recruited » by the he might be « recruited » by the

organization as a normalizing device, organization as a normalizing device, maintaining the executives in the corporate maintaining the executives in the corporate conformityconformity

He has to resist the consulting expert He has to resist the consulting expert practicepractice

this demands from him a very high level of this demands from him a very high level of deconsruction and « exoticising »deconsruction and « exoticising »

Work storiesWork stories

• Chose something that you value in your work Chose something that you value in your work • Tell a real and recent story that happened in your job and Tell a real and recent story that happened in your job and

illustrates this somethingillustrates this something• What is it in this story that is particularly precious to you ?What is it in this story that is particularly precious to you ?• Are there any specific hopes, values, commitments, visions… Are there any specific hopes, values, commitments, visions…

relating to this ?relating to this ?• How did these hopes, values, etc. appear in your life ?How did these hopes, values, etc. appear in your life ?• Does this connect you to some beliefs, ideas of a community Does this connect you to some beliefs, ideas of a community

(family, religion, culture…) that you relate to ?(family, religion, culture…) that you relate to ?• What was it like for you to speak about these topics in relation What was it like for you to speak about these topics in relation

to work ?to work ?

Case studiesCase studies

Lots of applications in Lots of applications in organisationsorganisations

• Individual coachingIndividual coaching

• TrainingTraining

• Team BuildingTeam Building

• Change managementChange management

• Conflict dissolutionConflict dissolution

• Response to suicide and burnoutResponse to suicide and burnout

• ……

NarrativeNarrativeindividual individual coachingcoaching

John Stillman / Barbara Smith

• « I am unable to make a decision »« I am unable to make a decision »

• « Gérard needs to improve his performance as a « Gérard needs to improve his performance as a leader »leader »

• « My organisation and planning skills are terrible »« My organisation and planning skills are terrible »

• « I lose it during the meetings »« I lose it during the meetings »

NarrativeNarrativeTrainingTraining

• Hello, I am your trainer… which means that you Hello, I am your trainer… which means that you are going to teach meare going to teach me

• What are your best stories about managementWhat are your best stories about management

• What is really important in this story that made What is really important in this story that made you chose it ? you chose it ?

• What kind of management values does this What kind of management values does this story designstory design

• What is in common between all your stories ? What is in common between all your stories ? And what is the most important ? And what is the most important ?

Narrative trainingNarrative training

• StoriesStories• Common referentialCommon referential• Personal mapping on the referentialPersonal mapping on the referential• Outsider witnessingOutsider witnessing• (no action plans)(no action plans)

• Where am I living on this common country of managementWhere am I living on this common country of management• What is important for meWhat is important for me• How could I do more of what is importantHow could I do more of what is important• Continue… ? Begin… ? Stop… ? Continue… ? Begin… ? Stop… ? • Who can help me ? Who can help me ? • What could try to prevent me to do that ? What could try to prevent me to do that ? • How will people see that I do this ?How will people see that I do this ?• What difference will it make in my work? What difference will it make in my work? • What is the value of this difference for me ? What is the value of this difference for me ?

Building a common referentialBuilding a common referential

• Same themeSame theme: What do you value in your work ?: What do you value in your work ?

• Tell a story that happened in your work and illustrates thisTell a story that happened in your work and illustrates this

• What is it in this story that is precious to you ?What is it in this story that is precious to you ?

• Group discussion about what words, expressions, images, Group discussion about what words, expressions, images, themes, values, hopes or commitments are common in these themes, values, hopes or commitments are common in these narrationsnarrations

• Group discussion about « what our group values in work »Group discussion about « what our group values in work »

• Choose a name for your groupChoose a name for your group

QuestionsQuestionsReflectionsReflections

NarrativeNarrativeTeam buildingTeam building

• Merry Christmas !

• People connected by storiesPeople connected by stories

• All the work communities are confronted to the same All the work communities are confronted to the same types of challenges: belonging or not belonging, types of challenges: belonging or not belonging, inclusion and exclusion, leadership, sharing of the inclusion and exclusion, leadership, sharing of the resources, conflicts resolution and violence managementresources, conflicts resolution and violence management

• From a story about difference to a story about From a story about difference to a story about resemblance (20 % - 100 %)resemblance (20 % - 100 %)

http://www.youtube.com/watch?v=iiZPt80VGgc

• X Healthcare France : 2 brands in drugstores, one of footcare, one X Healthcare France : 2 brands in drugstores, one of footcare, one of sexual protectionof sexual protection

• Small and very specialized compared to the industry leaders (hulks)Small and very specialized compared to the industry leaders (hulks)• Strong competition on the market and major crisis in EuropeStrong competition on the market and major crisis in Europe• Demands from the shareholderDemands from the shareholder• « baby blues » and disorientation : who are we ? Where to go now ? « baby blues » and disorientation : who are we ? Where to go now ?

What strategy to cope with the crisis ?What strategy to cope with the crisis ?• Used to be the good pupil of the company and winning award team Used to be the good pupil of the company and winning award team

but the results are collapsingbut the results are collapsing

The story of SSL Healthcare

1.1. Drawing your teamDrawing your team

2.2. Visiting the exhibitionVisiting the exhibition

3.3. Discussing what’s important and building a common Discussing what’s important and building a common visionvision


But…But…

• You have a long story of success and being an You have a long story of success and being an award-winning team.award-winning team.

• Can you tell me stories about this period ? Can you tell me stories about this period ?

• How did you do this ? On what skills or ideas did How did you do this ? On what skills or ideas did you rely to achieve this ? you rely to achieve this ?


« We are elves »« We are elves »

• We are not warriors, we are elves, we are nimble. We are small but nimble, we like to We are not warriors, we are elves, we are nimble. We are small but nimble, we like to move and change, we praise playful challenges. We like to change, to think about move and change, we praise playful challenges. We like to change, to think about ptoblems and elaborate solutions. ptoblems and elaborate solutions. We are sensitive people and emotion is We are sensitive people and emotion is something we value, even if one of us says that we should beware of too much something we value, even if one of us says that we should beware of too much emotion that could paralyde our capacity to move on. emotion that could paralyde our capacity to move on.

• We had to accept a loss and we weren’t aware of it, we will never be « big, We had to accept a loss and we weren’t aware of it, we will never be « big, free and wealthy » at the same time. We had to give up on it. We want a free and wealthy » at the same time. We had to give up on it. We want a plauful and inspiring challenge, to realize our ambitions in the respect of our plauful and inspiring challenge, to realize our ambitions in the respect of our human values, trust, exemplarity, courage et equity. human values, trust, exemplarity, courage et equity. Instead of getting big quickly, Instead of getting big quickly, we decided to be everywhere quickly and to increase our brands’ presence. we decided to be everywhere quickly and to increase our brands’ presence.

• We invented a name for that, the « Everywhereness ». It is a balance between what We invented a name for that, the « Everywhereness ». It is a balance between what seems acceptable for out shareholders and what’s ausing and interesting for us.seems acceptable for out shareholders and what’s ausing and interesting for us.

• Engage with our teams in « Everywhereness » allows us to unite ourselves and to lead Engage with our teams in « Everywhereness » allows us to unite ourselves and to lead our teams under a common banner. our teams under a common banner.

This text is a patchwork realized from your own words, images and sentences that you used during this workshop to talk about your values, projects and identity.


– what difference could it make in the life of what difference could it make in the life of your team, or your company? your team, or your company?

– What kind of projects or initiatives could show What kind of projects or initiatives could show that you have developed this new that you have developed this new understanding of your preferred way of understanding of your preferred way of working?working?

– If you could draw the difference, or the new If you could draw the difference, or the new possibilities, or your team reconnected with its possibilities, or your team reconnected with its preferred values and practices, what would preferred values and practices, what would this drawing look like?this drawing look like?


Applications of the tree of life in the Applications of the tree of life in the organizationsorganizations

With permission of Dina Scherrer

Inspired from Ncazelo Ncube (REPPSI) and David Denborough

NarrativeNarrativeChange Change

managementmanagement

In a lot of countries, subsidiaries or local teams form In a lot of countries, subsidiaries or local teams form solidary work-communities, to protect and sustain solidary work-communities, to protect and sustain their own skills, knowledges and traditions about their own skills, knowledges and traditions about « work »« work »

They develop a resistance to the hedquarters and the They develop a resistance to the hedquarters and the shareholdershareholder

They set up very interesting "passive" resistance They set up very interesting "passive" resistance strategiesstrategies

These resistance initiatives are pathologized as These resistance initiatives are pathologized as « resistance to change » whereas they are honouring « resistance to change » whereas they are honouring the preferred values and identities of the work-the preferred values and identities of the work-communitiescommunities

Coaches are requested to « tackle » or « suppress » Coaches are requested to « tackle » or « suppress » this resistancethis resistance

There is a corporate belief that « change is good, There is a corporate belief that « change is good, resistance is bad »resistance is bad »

What would you decideWhat would you decide

if it was if it was

your company your company

and your money ?and your money ?

The story of Pages jaunes

What is working well in your job in the DSI since What is working well in your job in the DSI since the reorganization and what should be the reorganization and what should be changed?changed?

What sustains you in your work at the present What sustains you in your work at the present time?time?

What are the values, practices, ideas that help What are the values, practices, ideas that help you the more when confronted to a problem?you the more when confronted to a problem?

Please, tell recent stories from the real life in Please, tell recent stories from the real life in illustration of these points…illustration of these points…

Then, please express your common vision Then, please express your common vision under any form that seem relevant to youunder any form that seem relevant to you


… … All this rests on the professional All this rests on the professional conscience and on the good will. We conscience and on the good will. We hope that this text will be able to make hope that this text will be able to make our managers become aware of our our managers become aware of our problems and our efforts and to the problems and our efforts and to the direction of Yellow Pages. We also direction of Yellow Pages. We also hope that he/it will be able to serve to hope that he/it will be able to serve to other people of the DSI that will be other people of the DSI that will be able to meet of it. We wish that all our able to meet of it. We wish that all our invisible work is recognized and invisible work is recognized and rewarded. For some among us, if they rewarded. For some among us, if they continue to make some efforts, it is for continue to make some efforts, it is for their personal satisfaction, for the taste their personal satisfaction, for the taste of work makes well, but they don't wait of work makes well, but they don't wait anymore for recognition of the anymore for recognition of the enterprise. The most pessimistic think enterprise. The most pessimistic think that the ways to get round and to work that the ways to get round and to work nevertheless that we exposed above nevertheless that we exposed above arrange the Direction well because arrange the Direction well because they limit the damages of the they limit the damages of the reorganization. But for a lot of other, reorganization. But for a lot of other, our attachment to Yellow Pages made our attachment to Yellow Pages made us hope that the reports and the us hope that the reports and the suggestions that we expose in this text suggestions that we expose in this text and that we elaborated during the and that we elaborated during the seminary will be able to contribute to seminary will be able to contribute to make change the things.make change the things.

« A footing with « A footing with ski shoes… »ski shoes… »


In the beginning we had the hope In the beginning we had the hope To make our histories hearedTo make our histories heared

But locked under this lid But locked under this lid Our ideas remain in jailOur ideas remain in jail

But retained behind this wall But retained behind this wall Our voice is only a whisperOur voice is only a whisperYet we still have the pride Yet we still have the pride

Of our teams, of our professions Of our teams, of our professions But living too long in the desertBut living too long in the desert

Made us a little bitter Made us a little bitter And if we don't drop itAnd if we don't drop it

It is that we know how to trick and It is that we know how to trick and smugglesmuggle

And to open new paths And to open new paths Even though they are clandestineEven though they are clandestine

To take in hand our future To take in hand our future We need confidence We need confidence To pass our distrust To pass our distrust

That one recognizes our fractureThat one recognizes our fractureAnd we want a voiceAnd we want a voice

To gather on the same groundTo gather on the same groundPH, DOP, MOS and SOL.PH, DOP, MOS and SOL.

And we want a voiceAnd we want a voiceTo gather on the same groundTo gather on the same ground

PH, DOP, MOS and SOL.PH, DOP, MOS and SOL.


ConflictConflictDissolutionDissolution

• what are the effects of the conflict? what are the effects of the conflict? • what did the conflict not manage to destroy? what did the conflict not manage to destroy? • how is this possible?how is this possible?• what important things does this conflict destroy what important things does this conflict destroy

or prevent to exist? or prevent to exist? • how to recover and amplify this? how to recover and amplify this?

1.1. Acceptation of the coachingAcceptation of the coaching2.2. Individual interviewIndividual interview3.3. DocumentationDocumentation4.4. Common interview about the documentation Common interview about the documentation

with outsider witnesswith outsider witness5.5. InitiativesInitiatives6.6. Follow upFollow up

Narrative response to suicide Narrative response to suicide and burnoutand burnout

http://www.dulwichcentre.com.au/explorations-2009-1-pierre-blanc-sahnoun.pdf

Individual conversationsIndividual conversations

• When were you informed of Jean‐Louis Marquis’ suicide? Could you tell When were you informed of Jean‐Louis Marquis’ suicide? Could you tell me exactly what happened, what you thought and felt, the opinions you me exactly what happened, what you thought and felt, the opinions you had on this subject?had on this subject?

• How has this suicide affected you? Your relations with your colleagues? How has this suicide affected you? Your relations with your colleagues? Maybe your morale or self‐image? What you think about this company? Maybe your morale or self‐image? What you think about this company? Your view of work or life in general?Your view of work or life in general?

• Do you think the impact is mostly negative or is there something Do you think the impact is mostly negative or is there something positive? Or a bit of both?positive? Or a bit of both?

• What experiences or ideas have allowed you to put things into What experiences or ideas have allowed you to put things into perspective, to reduce the effects of this suicide on the various areas perspective, to reduce the effects of this suicide on the various areas you spoke about?you spoke about?

• Did anyone in particular help you by his/her presence, teachings, words, Did anyone in particular help you by his/her presence, teachings, words, or ideas to deal with the impact of this suicide on your life?or ideas to deal with the impact of this suicide on your life?

• Would you mind telling me a bit more about these experiences and your Would you mind telling me a bit more about these experiences and your ideas on suicide and death – in particular, how you acquired them or ideas on suicide and death – in particular, how you acquired them or whether they correspond to the culture of your family or a community whether they correspond to the culture of your family or a community (religious, ethnic ...) to which you belong?(religious, ethnic ...) to which you belong?

Definitional ceremonyDefinitional ceremony

• Employees would be free to speak, if they so desired, or remain silent; the Employees would be free to speak, if they so desired, or remain silent; the very fact of their attendance already constituting a tribute to the memory of very fact of their attendance already constituting a tribute to the memory of their colleague,their colleague,

• The objective of the meeting was to talk about Jean‐Louis Marquis, not their The objective of the meeting was to talk about Jean‐Louis Marquis, not their own ‘trauma’, or the company specifically.own ‘trauma’, or the company specifically.

Drawing on the outsider‐witness/definitional ceremony map (White, 2007), Drawing on the outsider‐witness/definitional ceremony map (White, 2007), I proposed the following points to employees for their thoughts:I proposed the following points to employees for their thoughts:

• What image of him remained with them?What image of him remained with them?

• Tell a story to illustrate this image and share it.Tell a story to illustrate this image and share it.

• Describe where the speaker was today, what ideas he/she had in relation to Describe where the speaker was today, what ideas he/she had in relation to this colleague’s suicide, and how these ideas potentially affected his/her this colleague’s suicide, and how these ideas potentially affected his/her professional activities and personal life.professional activities and personal life.

• What he/she learned as a lesson or adopted as a resolution for the future.What he/she learned as a lesson or adopted as a resolution for the future.

(temporary)(temporary)

ConclusionConclusion

… … and what about you?and what about you?

• Ideas for your own context…Ideas for your own context…

• New possibilities…New possibilities…

• Take-outs…Take-outs…

• ……

Narrative in the Narrative in the workplace is still workplace is still a work in progressa work in progressWe began 6 years We began 6 years

ago in Franceago in France

Welcome on Welcome on board!board!

Narrative coaching dulwich 2012

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Transcript of Narrative coaching dulwich 2012