Strategic Stories - Revision history

Paulreed at 18:40, 27 December 2012

2012-12-27T18:40:37Z

← Older revision		Revision as of 13:40, 27 December 2012
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	Bullets leave critical relationships unspecified. Lists can communicate only three logical relationships: sequence (first to last in time); priority (least to most important or vice versa); or simple membership in a set (these items relate to one another in some way, but the nature of that relationship remains unstated). And a list can show only one of those relationships at a time.		Bullets leave critical relationships unspecified. Lists can communicate only three logical relationships: sequence (first to last in time); priority (least to most important or vice versa); or simple membership in a set (these items relate to one another in some way, but the nature of that relationship remains unstated). And a list can show only one of those relationships at a time.
	Bullets leave critical assumptions about how the business works unstated. Implicit in the bullet list is a complex but unexplained vision of the organization or the market. However, we can not extrapolate that vision from the bullet list.		Bullets leave critical assumptions about how the business works unstated. Implicit in the bullet list is a complex but unexplained vision of the organization or the market. However, we can not extrapolate that vision from the bullet list.
	~~[edit]The Narrative Logic Of Strategic Stories~~

	Planning by narrative is a lot like traditional storytelling. Like a good storyteller, the strategic planner needs to set the stage -define the current situation. It also involves defining basic tensions and relation- ships: Which capabilities and objectives do we have and which do the other players have?		==The Narrative Logic Of Strategic Stories==
	The strategic planner must introduce the dramatic conflict. What challenges does the company face in this situation?
	The story must reach resolution in a satisfying, convincing manner. The plan must tell us how the company can overcome obstacles and win.		*Planning by narrative is a lot like traditional storytelling. Like a good storyteller, the strategic planner needs to set the stage -define the current situation. It also involves defining basic tensions and relation- ships: Which capabilities and objectives do we have and which do the other players have?

			*The strategic planner must introduce the dramatic conflict. What challenges does the company face in this situation?

			*The story must reach resolution in a satisfying, convincing manner. The plan must tell us how the company can overcome obstacles and win.


	Presenting a plan in narrative creates a richer picture of strategy not only for the plan's authors but also for its intended audience. "If you read just bullet points, you may not get it, but if you read a narrative plan, you will. If there's a flaw in the logic, it glares right out at you. With a bullet list you are not sure if the author is giving you insight or just a shopping list.		Presenting a plan in narrative creates a richer picture of strategy not only for the plan's authors but also for its intended audience. "If you read just bullet points, you may not get it, but if you read a narrative plan, you will. If there's a flaw in the logic, it glares right out at you. With a bullet list you are not sure if the author is giving you insight or just a shopping list.

	The final role of narrative plans - generating excitement and commitment in both superiors and subordinates -may be the most important. A well-written narrative strategy that shows a difficult situation and an innovative solution leading to improved market share can be galvanizing. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can motivate and mobilize an entire organization.		The final role of narrative plans - generating excitement and commitment in both superiors and subordinates -may be the most important. A well-written narrative strategy that shows a difficult situation and an innovative solution leading to improved market share can be galvanizing. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can motivate and mobilize an entire organization.

Paulreed at 18:35, 27 December 2012

2012-12-27T18:35:07Z

← Older revision		Revision as of 13:35, 27 December 2012
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	==Strategy through Stories==		==Strategy through Stories==
	Wallace martin said ''By changing the definition of what is being studied, we change what we see; and when different definition are used to chart the same ~~teirrory~~, the results will differ''		Wallace martin said ''By changing the definition of what is being studied, we change what we see; and when different definition are used to chart the same territory, the results will differ''

	Narrative strategy has been increasingly popular and story telling is the preferred [[Strategy as Data Plus Sense Making\|Sense-making]] currency amongst external and internal stakeholders. [[author::Weike]] has stated "Stories allow the clarity achieved in one small area to be extended and imposed on an adjacent area that is less orderly'. Narrative highlights the discursive and social nature of strategy. It provides an opportunity for leaders to 'fashion' a story that can transform perceptions but also modify other counter-stories in the organization.		Narrative strategy has been increasingly popular and story telling is the preferred [[Strategy as Data Plus Sense Making\|Sense-making]] currency amongst external and internal stakeholders. [[author::Weike]] has stated "Stories allow the clarity achieved in one small area to be extended and imposed on an adjacent area that is less orderly'. Narrative highlights the discursive and social nature of strategy. It provides an opportunity for leaders to 'fashion' a story that can transform perceptions but also modify other counter-stories in the organization.
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	*Give a better context''		*Give a better context''
	*Less selective remembering''		*Less selective remembering''

			Stories play an important role in learning. Language researchers studying how high school students learn found that the story-based style of Time and Newsweek was the best way to learn and remember. Cognitive psychologists have established that lists, in contrast, are remarkably hard to remember because of what is referred to as the recency and primacy effects: people mainly remember the first and the last items on a list but not the rest of it, and their memory is guided by their interests. They remember what they like or find interesting; they do not recall the whole. A good story (and a good strategic plan) defines relationships, a sequence of events, cause and effect, and a priority among items - and those elements are likely to be remembered as a complex whole.
			Bullet lists are typically too generic; that is, they offer a series of things to do that could apply to any business
			Bullets leave critical relationships unspecified. Lists can communicate only three logical relationships: sequence (first to last in time); priority (least to most important or vice versa); or simple membership in a set (these items relate to one another in some way, but the nature of that relationship remains unstated). And a list can show only one of those relationships at a time.
			Bullets leave critical assumptions about how the business works unstated. Implicit in the bullet list is a complex but unexplained vision of the organization or the market. However, we can not extrapolate that vision from the bullet list.
			[edit]The Narrative Logic Of Strategic Stories

			Planning by narrative is a lot like traditional storytelling. Like a good storyteller, the strategic planner needs to set the stage -define the current situation. It also involves defining basic tensions and relation- ships: Which capabilities and objectives do we have and which do the other players have?
			The strategic planner must introduce the dramatic conflict. What challenges does the company face in this situation?
			The story must reach resolution in a satisfying, convincing manner. The plan must tell us how the company can overcome obstacles and win.
			Presenting a plan in narrative creates a richer picture of strategy not only for the plan's authors but also for its intended audience. "If you read just bullet points, you may not get it, but if you read a narrative plan, you will. If there's a flaw in the logic, it glares right out at you. With a bullet list you are not sure if the author is giving you insight or just a shopping list.
			The final role of narrative plans - generating excitement and commitment in both superiors and subordinates -may be the most important. A well-written narrative strategy that shows a difficult situation and an innovative solution leading to improved market share can be galvanizing. When people can locate themselves in the story, their sense of commitment and involvement is enhanced. By conveying a powerful impression of the process of winning, narrative plans can motivate and mobilize an entire organization.

	See HBR by Shaw How 3M is Inventing Business Strategy		See HBR by Shaw How 3M is Inventing Business Strategy
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	See also		See also
	*[[Three Anecdotes]]		*[[Three Anecdotes]]
	*[[Strategic Narratives]]

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 18:31, 27 December 2012

2012-12-27T18:31:54Z

← Older revision		Revision as of 13:31, 27 December 2012
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	Wallace martin said ''By changing the definition of what is being studied, we change what we see; and when different definition are used to chart the same teirrory, the results will differ''		Wallace martin said ''By changing the definition of what is being studied, we change what we see; and when different definition are used to chart the same teirrory, the results will differ''

	Narrative strategy has been increasingly popular and story telling is the preferred [[Strategy as Data Plus Sense Making\|Sense-making]] currency amongst external and internal stakeholders. [[author::Weike]] has stated "~~Stoties~~ allow the clarity achieved in one small area to be extended and imposed on an adjacent area that is less orderly'. Narrative highlights the discursive and social nature of strategy. It provides an opportunity for leaders to 'fashion' a story that can transform perceptions but also modify other counter-stories in the organization.		Narrative strategy has been increasingly popular and story telling is the preferred [[Strategy as Data Plus Sense Making\|Sense-making]] currency amongst external and internal stakeholders. [[author::Weike]] has stated "Stories allow the clarity achieved in one small area to be extended and imposed on an adjacent area that is less orderly'. Narrative highlights the discursive and social nature of strategy. It provides an opportunity for leaders to 'fashion' a story that can transform perceptions but also modify other counter-stories in the organization.


	Link to Neitzche's borrowing of Diogenes' idea of three good anecdotes to describe the personality of a man		Link to [[author::Neitzche]]'s borrowing of -[[author::Diogenes]]' idea of three good anecdotes to describe the personality of a man
	Story telling is better than bullet points because		Story telling is better than bullet points because

Paulreed at 18:30, 27 December 2012

2012-12-27T18:30:26Z

← Older revision		Revision as of 13:30, 27 December 2012
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	Story telling is better than bullet points because		Story telling is better than bullet points because

	*Bullets do not ~~foucs~~ on the relationship between the points.		*Bullets do not focus on the relationship between the points.
	*Do not inspire commitment or deep thought		*Do not inspire commitment or deep thought
	*Remember the 1st and last points only''		*Remember the 1st and last points only''
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	See HBR by Shaw How 3M is Inventing Business Strategy		See HBR by Shaw How 3M is Inventing Business Strategy

	[[Three Anecdotes]]		See also
			*[[Three Anecdotes]]
			*[[Strategic Narratives]]

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed at 01:35, 19 September 2012

2012-09-19T01:35:44Z

← Older revision		Revision as of 20:35, 18 September 2012
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			==Strategy through Stories==
			Wallace martin said ''By changing the definition of what is being studied, we change what we see; and when different definition are used to chart the same teirrory, the results will differ''

			Narrative strategy has been increasingly popular and story telling is the preferred [[Strategy as Data Plus Sense Making\|Sense-making]] currency amongst external and internal stakeholders. [[author::Weike]] has stated "Stoties allow the clarity achieved in one small area to be extended and imposed on an adjacent area that is less orderly'. Narrative highlights the discursive and social nature of strategy. It provides an opportunity for leaders to 'fashion' a story that can transform perceptions but also modify other counter-stories in the organization.


	Link to Neitzche's borrowing of Diogenes' idea of three good anecdotes to describe the personality of a man		Link to Neitzche's borrowing of Diogenes' idea of three good anecdotes to describe the personality of a man
	Story telling is better than bullet points because		Story telling is better than bullet points because
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	Psychologists says that stories are		Psychologists says that stories are
	*Much easier to remember - maybe ~~primevil~~''		*Much easier to remember - maybe prime-evil''
	*Give a better context''		*Give a better context''
	*Less selective remembering''		*Less selective remembering''

Paulreed at 12:51, 4 June 2012

2012-06-04T12:51:11Z

← Older revision		Revision as of 07:51, 4 June 2012
Line 1:		Line 1:
	Link to Neitzche's borrowing of Diogenes' ~~ide~~ of three good anecdotes to describe the personality of a man		Link to Neitzche's borrowing of Diogenes' idea of three good anecdotes to describe the personality of a man
	Story telling is better than bullet points because		Story telling is better than bullet points because
	''Bullets ~~dont~~ foucs on the relationship between the points.''
	''Do not inspire commitment or deep thought''		*Bullets do not foucs on the relationship between the points.
	''Remember the 1st and last points only''		*Do not inspire commitment or deep thought
			*Remember the 1st and last points only''

	Psychologists says that stories are		Psychologists says that stories are
	~~''much~~ easier to remember - maybe primevil''		*Much easier to remember - maybe primevil''
	''Give a better context''		*Give a better context''
	~~''less~~ selective remembering''		*Less selective remembering''

			See HBR by Shaw How 3M is Inventing Business Strategy

	[~~\|file:///C:/DocumentsandSettings/ preed/My Documents/iFolder/Warwick/HBR/ShawHow3misreinventingbusinessstrategy~~]		[[Three Anecdotes]]

	[[Category:Strategy]]		[[Category:Strategy]]

Paulreed: Created page with "Link to Neitzche's borrowing of Diogenes' ide of three good anecdotes to describe the personality of a man Story telling is better than bullet points because ''Bullets dont fouc..."

2010-12-23T14:52:14Z

Created page with "Link to Neitzche's borrowing of Diogenes' ide of three good anecdotes to describe the personality of a man Story telling is better than bullet points because ''Bullets dont fouc..."

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Link to Neitzche's borrowing of Diogenes' ide of three good anecdotes to describe the personality of a man
Story telling is better than bullet points because
''Bullets dont foucs on the relationship between the points.''
''Do not inspire commitment or deep thought''
''Remember the 1st and last points only''

Psychologists says that stories are
''much easier to remember - maybe primevil''
''Give a better context''
''less selective remembering''

[|file:///C:/DocumentsandSettings/ preed/My Documents/iFolder/Warwick/HBR/ShawHow3misreinventingbusinessstrategy]

[[Category:Strategy]]