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Transcript of Welcome!. Where does everyone come from? Welcome!
WelcomeWelcome!!
Where does everyone come
from?
WelcomeWelcome!!
Dear Mr. Denning,
I've died and gone to heaven! Thank you so much ….. I am over the moon to be coming to Washington DC for your conference…. All the best…..”
An Email from one participant
Where does this event come from?
WelcomeWelcome!!
Today: 9 am to 5pm:
The Secret Language of Leadership
Break
Madelyn Blair: Story & Collaboration
Lunch
Jim Stuart: The journey of leadership
break
Victoria Ward & Stephanie Colton: Storying and De-storying
This evening: 6 pm:
For any who would like to hang out together:
Les Halles: 1201 Pennsylvania Avenue NW
Or (if that is too crowded)
Elephant & Castlealso: 1201 Pennsylvania Avenue NW
Tomorrow:
9:00 am - 5:00 pmNational 4-H Youth Conference Center7100 Connecticut AveChevy Chase, MD
What this weekend offers:- A wide diversity of approaches
- You won’t like everything
- keep an open mind, & you’ll find a rich set of resources
- educational and entertaining and interactive
- This is a journey: You won’t complete the journey in one or two days
- The weekend is what you make of it
We don’t/can’t
promise heaven!
The secret Language of leadership
www.stevedenning.com
A funny thing about leadership:
Everybody talks about it and yet nobody seems to know precisely what it is.
What do leaders actually do?
What do they do at 9 am on Monday morning?
A. The concept of leadership
Problem
?
Analysis
?
Solution!
?
The Western Intellectual tradition…
Get their
attention
Stimulate
desire
Reinforce
with reasons
Effective presentation to get action
Inspiring inattentive, difficult audiences
The Secret Language of Leadership
Book to be published in September 2007My newsletter is offering advance chapters:
February ‘06: The Secret Language of Leadership March ‘06: Getting the Audience’s AttentionApril ‘06: Eliciting Desire for Change
May ‘06: Turning Any Argument Into A StoryJune ‘06: Structuring A Whole PresentationJuly ‘06: Wow them with PowerPoint (really!)
To get the newsletter: www.stevedenning.com
www.stevedenning.com/slides/Smithonsonian2006.ppt
www.stevedenning.com /slides
/smithsonian2006.ppt
These slides are available from:
Or: subscribe to my newsletterat www.stevedenning.com
Tell a 60 second story about:Either
• A time when you found out what an organization
was really good at
or• A time when you faced adversity in your work
Let’s apply the narrative diagnostic
to those two stories
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts of the story?
4. Is it minimalist or told with a lot of context?
5.Tone: positive, negative or ambiguous?
Let’s look at each of the five questions
1. When and where did it happen?
Did the story actually happen?
Or is it one that might have happened?
Or is it an imaginary story set in the future?
I had a job in a firm … and my boss was horrible to me … eventually I solved the problem by leaving
It’s likely to be a true story
The story you just heard…
1. When and where did it happen?
2. Who is the protagonist?
The story you just heard…
Here obviously the hero is the speaker.
Sometimes the hero/heroine isn’t obvious.
And it could have been told with another person as the protagonist
I had a job in a firm … and my boss was horrible to me … eventually I solved the problem by leaving
Same story – different protagonist
The supervisor in firm had an employee who just didn’t fit in …eventually the problem got solved when the employee left.
For exampleCan the audience
identify with
the protagonist?
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts of the story?
The story you just heard…
The structure of any storycan be seen as having
three acts
Act 1: The hero at a certain point in space and time
Act 2: ……………. has a problem
Act 3. ………that eventually gets resolved in some way
The structure of war & peace
Act 1: Pierre, a Russian count
Act 2: ……………. Can’t figure out his life
Act 3. ……… gets entangled in the war and marries natasha
The end
Every story can analyzed into 3 acts
The structure of Hamlet
Act 1: Whine, whine, whine
Act 2: ……………. To be or not to be
Act 3. ………………………I’m dead
The end
http://www.rinkworks.com/bookaminute/
Every story can analyzed into 3 acts
The structure of our 60 second story
Act 1: The speaker had a job
Act 2: ……But the boss was horrible
Act 3. ……………..The speaker solved the problem by leaving
The end
The story you just heard…
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts?
4. Is it told in minimalist style or is told with a lot of context?
Does it have the sights and sounds and smells ….?
The story you just heard…
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5.Tone: positive, negative or ambiguous?
The story you just heard…
Act 1: I had a job
Act 2: ……my boss was horrible
Act 3. ……………..I solved the problem by leaving
Positive tone
Act 1: I had a job
Act 2: ……my boss was horrible
Act 3. ……………..My life was destroyed
because I had to leave
Negative tone
Why are we doing
this?
Using story as a tool requires
understanding the pattern
underlying the narrative
We are not talking about this….
We are not talking about this….
Let’s all gather round the corporate campfire
Why are we doing this?
Understanding different narrative patterns & their uses is a key to using storytelling as a leadership tool
I’m trying to make you aware of the underlying narrative patterns
Why are we doing this?
“this is horrible! You aredestroying the magic of storytelling!!!”
“No! understanding the principles of harmony doesn’t destroy of love of music”
Now analyze - the story you just
heard- The story you just told1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5.Tone: positive, negative or ambiguous?
What’s my story got to
do with leadership?
Get their
attention
Stimulate
desire
Reinforce
with reasons
Effective presentation to get action
The story of who you are
A funny thing about leadership:
Everybody talks about it and yet nobody seems to know precisely what it is.
What do leaders actually do?
What do they do at 9 am on Monday morning?
A. The concept of leadership
A. The concept of leadership
What is leadership?It’s actually very simple.
Leadership is about changing the world.
What is a leader?
A leader is someone who changes the world.
And what is being changed?
It might be a change in your organization, or your community, or your family, or your town, or your country, or even your planet.
What sort of changes are we talking about?
The change might be a big or small ….It might be local or global…
A. The concept of leadership
If you are entirely, happy with the way the world is, then you have no need for what we are going to talk about today.
But for all the rest of us, we would all like to change the world in some way.
But first, we have to decide what we want to change…
• Unexpected finding from my research: big problem in leadership: leaders never make up their mind which change.
A. The concept of leadership
Exercise #1: selecting your change
So let’s take a moment to reflect.
For the purpose of this workshop, I want you to focus on one particular change that you would like to effect in the world.
It will have three parts.
(a) the particular domain of the world you would like to change;
(b) what’s wrong with it now and
(c) what would it look like if the problem could be fixed?
A. The concept of leadership
We often underestimate the difficulty of what we ask
• 1993: Lou Gerstner comes to IBM: from hardware to services• 1996: Jim Wolfensohn at the World Bank from lending to “the Knowledge Bank”
•2001: Jeff Immelt at GE from process-driven to “imagination at work”
A. The concept of leadership
Understanding who you are leading
Let’s write the story of the person who doesn’t want to implement your change:
The story will end:
“That’s why this person does not want to change.”
Exercise #2:
A. The concept of leadership
Understanding who you are leading
Exercise #3:Get into a group of two and select a change…
One of you will put yourself in the shoes of the person who needs to change, and tell their story as persuasively and coherently as you can.
•Tell it in the third person. And it ends, “And that’s why this person doesn’t want to change…
•Then the other participant will tell the same story in the first person. It ends, “And that’s why I don’t want to change.”
Now analyze the stories you just told
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5.Tone: positive, negative or ambiguous?
A. The concept of leadership
Getting to grips with your OSM
A. The concept of leadership
Getting to grips with your OSM
Exercise #4:
What do you have at stake in the change?
Are you willing to make that commitment at this time?
Are you having a genuine OSM moment?
How do you inspire
people to want to change?
Get their
attention
Stimulate
desire
Reinforce
with reasons
Effective presentation to get action
The most difficult…
The most important…
Get their
attention
Stimulate
desire
Reinforce
with reasons
Effective presentation to get action
The story of who I am
A springboardstory
How & whyit works
•I will explain what I am about to do
•Then I will do it
•Then we will come back and see how it works
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
If you have heard these stories before…
1. When and where did it happen?
2. Who is the protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
analyze each story:Don’t just sit there!
4 5 6 7
4 5 6 7
4 5 6 712 3 89 `
12 3 89 `12 3 89 `
12 3 89 `
12 3 89 `
12 3 8 9 `
12 3 8 9 `
12 3 89 `
1 2 3 8 9 `
4 5 6 7
12 3 8 9 `
“Go and look into information”
February 1996
Why don’t we share
our knowledge?
“Go and look into information”February
1996
We’re a bank,
remember?
Persuasion method Efficacy
How does one person persuade many?
Charts with boxes and arrows
Chart
Socialization
Externalization
Combination
Internalization
Tacit
Tacit
Tacit
Tacit
Explicit
Explicit
ExplicitExplicit
Nonaka: The Knowledge Creating Organization
A manager contemplates the knowledge spiral
Persuasion method
Efficacy
How does one person persuade many?
Charts (boxes, arrows)
Zero
Rational argument
Knowledge Management caters to the critical issues of organizational adaptation, survival and competence in face of increasingly discontinuous change.
www.brint.com
What is knowledge management?
FACTIn June 1995, a health
worker in Kamana, Zambia logged on to the CDC web-site in Atlanta and got the
answer to a question on how to treat malaria
June 1995, not June 2015A small remote town, not the
capital Zambia, not a middle income country CDC, not the World Bank
We need to invest in the necessary systems, in Washington and worldwide, that will enhance our ability to gather development information and experience, and share it with our clients…
President WolfensohnOctober 1, 1996
Announcement at the Annual Meeting 1996
Persuasion method
Efficacy
How does one person persuade many?
Charts (boxes, arrows)
Zero
Zero
Impractical
Dialogue
Rational argument
HighStorytelling
Story to spark action
True
Truth Positive
DetailPurpose
OutcomeActionPositi
veMinimalist
Springboard story
1.Springboard storytelling
Storytelling that can communicate a complex idea and spark action.
Story to spark action
True
Truth Positive
DetailPurpose
OutcomeActionPositi
veMinimalist
Springboard story
1.Springboard storytelling
Storytelling that can communicate a complex idea and spark action.
The findings of neuroscience
Human brain
Cortex
The findings of neuroscience
Human brainCortex
Mammal BrainLimbic system
The findings of neuroscience
Human brainCortex
Mammal BrainLimbic system
Reptile Brain
Not smartbut quick
Story with an unhappy ending
Human brainCortex
Mammal BrainLimbic system
Reptile Brain
Fight or flight!
Reactionis fasterthanconsciousthought!
Story with a happy ending
Human brainCortex
Mammal Brain
Reptile Brain
“Warm floaty
feeling”Endogenous opiate reward
Story to spark action
True
Truth Positive
DetailPurpose
OutcomeActionPositi
veMinimalist
Springboard story
1.Springboard storytelling
Storytelling that can communicate a complex idea and spark action.
The Little voice in the head
The springboard story
There are two listeners…
The Listenerthat I see
Just think of the emails
building up in my office!
Let me tell you about Zambia
The springboard story
You tell a story in a way that elicits a second story…
How do you stimulate the little voice in the
head?
(You give the little voice something to do…)
The springboard story
Let me tell you
about what happened in
Zambia
What if we
tried thisin roads?
Maybethis could work in
finance?
Could this
help us in Russia?
Imagine if I had a websitelike that….
Of course, we would need
to get organized
We would needbudgets ….
We would needto get people
involved ….Why don’t we do it?
The springboard story
Everybodyloves their
own creation!
Story to spark action
True
Truth Positive
DetailPurpose
OutcomeActionPositi
veMinimalist
Springboard story
1.Springboard storytelling
Storytelling that can communicate a complex idea and spark action.
Get their
attention
Stimulate
desire
Reinforce
with reasons
Effective presentation to get action
The story of who I am
A springboardstory
Story of whyit works
Story of How it works
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
1. When and where did it happen?
2. Who is the Protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
The story of who I am :
Washington DC, 1996Steve Denning
I had job....which I was losing-- I launched KMContext
Scary, but Positive
The story of who you are
Another way to get people’s attention
The “we’ve got problems”
story
The Bank has experience in building knowledge infrastructure
Africa Regiondecides to
implement best practice
system
March 1995 July 1995 Africa Regioninstructs staffcompile best
practice
September 1995 Best practicesystem opens
for business byIntranet, phone
and E-Mail
December 1995
Widespread useof gender andparticipation
pages
Reconnaissanceof otherogarnizationsexperience
Development of best practice system in AFRTD
Decide toimplement best practicesystem
March 1995
Reconnaissanceof otherogarnizationsexperience
July 1995
Instruction tocompile bestpractice
September 1995 Best practicesystem opensfor business byIntranet, phoneand E-Mail
Decemb er 1995
Systematic IECefforts throughthe Region’snewsletter
Managementencouragementof the bestpractcicemanagers
Staff skepticism:“it won’t workin the WorldBank“
“We don’tknow what bestpractice is”
Only one CVP(FPD) has bestpracticemanagers
“This is notreally our job”
As volume ofmaterial expands,user friendliness
becomes aproblem
“CVPs can’tagree what bestpractice is”
????Widespread useof gender andparticipation
pages
Dectember 1995
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
1. When and where did it happen?
2. Who is the Protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
The Zambia story
Zambia, 1995
Health worker or CDC?
Health worker.... Had a question-- CDC answered it
minimalist
Positive
The springboard story
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
1. When and where did it happen?
2. Who is the Protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
The story of the little voice in the head
1996?
Little voice in the head?The little voice .... Is stimulated-- to tell a new story
minimalist
Positive
The story of how it works
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
1. When and where did it happen?
2. Who is the Protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
Two stories of the reptile brain
Conceptual space
The reptile brain
The reptile brain.... Is quick to respond.. to a positive storyminimalist
Positive
The story of why it works
The story of who I am
The Zambiastory
The story of why it works
The story of How it works
1. When and where did it happen?
2. Who is the Protagonist?
3. What are the three acts?
4. Is it minimalist or told with a lot of context?
5. Tone: positive, negative or ambiguous?
The story of the little voice in the head
1996 (?)
Little voice in the head?The little voice .... Is stimulated-- to tell a new story
minimalist
Positive
The story of how it works
Another example
The “how it works”
story
Country information
and statistics
Booksand
articles
Spreadsheetsfrom
previouswork
Most frequently
askedquestions
The story of how it will work
Texts of Previous reports
Relevantexpertsin the field
Relevantanalytic
tools
Lessons from
previousexperience
Just in time
Just enough
Texts of relevant
correspondence
Relevantpolicies & guidelines
Country information
and statistics
Booksand
articles
Spreadsheetsfrom
previouswork
Most frequently
askedquestions
The story of how it will work
Texts of Previous reports
Relevantexpertsin the field
Relevantanalytic
tools
Lessons from
previousexperience
Why not also the client?
Texts of relevant
correspondence
Relevantpolicies & guidelines
Get their
attention
Stimulate
desire
Reinforce
with reasons
The story of who I am
A springboardstory
Story of whyit works
Story of How it works
The “we got problems”
story
Is this the full picture?
Get their
attention
Stimulate
desire
Reinforce
with reasons
•A springboard story•A “common memory” story •A story of who we are•A word-picture of the future•An extraordinary offer •Story of an opportunity
• Story of how it works• Story of why it works• Facts, analyses- Projections• Scenarios• Work plans• Cost-benefit analyses• Schedules• Risk analyses
•“We got problems” story•Story of who you are•An opportunity•Facts, data, analyses.•A question •An image•A frame •An offer •A surprise •A challenge •A metaphor•A joke•A “common memory” story
Get their
attention
Stimulate
desire
Reinforce
with reasons
The story of who I am
A springboardstory
Story of whyit works
Story of How it works
The “we got problems”
story
Now let’s
try this out…
Take the change you’ve
selected…
Think of the person who
needs to change…
Get their
attention
Stimulate
desire
Reinforce
with reasons
A springboardstory
Story of whyit works
Story of How it works
The story of who I am
The “we got problems”
story
Exercise 5: Communicating Who You Are
1. What is the overall theme that you would like to communicate in your presentation?
2. Think of an incident in your life that (a) is relevant in some way to your theme and (b) involves a change in direction of turning point in your life. Describe it briefly
3. What is the date and place of the incident?
4. What happened as a result of the incident?
5. What did you learn from the incident? Is this linked to the theme of your presentation?
Get their
attention
Stimulate
desire
Reinforce
with reasons
A springboardstory
Story of whyit works
Story of How it works
The story of who I am
The “we got problems”
story
Exercise 4: Template for crafting the springboard story
1. What is the purpose of your story?
2. Think of an incident where change happened.
3. Who is the single protagonist?
4. When and where did it happen to him/her?
5. Does the story fully embody the change idea?
6. What would have happened without the change idea?
7. Has the story been stripped of detail?
8. Does the story have a happy ending?
9. Does the story link to the purpose? “What if..” “Just think…” “Just imagine…”
Get their
attention
Stimulate
desire
Reinforce
with reasons
A springboardstory
Story of whyit works
Story of How it works
The story of who I am
The “we got problems”
story
Exercise 6: The Story of How the Change Would Work
1. Imagine (hypothetically) that the change has been successfully implemented.
2. Identify a protagonist who is typical of your audience.
3. Tell the imaginary story of how such a protagonist would encounter the changed situation, particularly how it would be different from the way that the situation is today.
4. Are the benefits to the protagonist clear?
5. Are any downside costs or risks for the protagonist covered?
Get their
attention
Stimulate
desire
Reinforce
with reasons
A springboardstory
Story of whyit works
Story of How it works
The story of who I am
The “we got problems”
story
www.stevedenning.com/slides/Smithonsonian2006.ppt
www.stevedenning.com /slides
/smithsonian2006.ppt
These slides are available from:
Or: subscribe to my newsletterat www.stevedenning.com