Honouring what is shared by informing organizational culture
A clear purpose at the start of the storytelling journey can keep leadership on track, always acting as the anchor, reminding us of why we are embarking on this path. Sharing this purpose with others early on can elicit commitment from all, including ourselves, and act as a compass on a path in which the direction is continuously shaped in a participatory manner. Equipped with both anchor and compass, the mobilization of insight gained through storytelling should come more naturally. It is of essence to implement the knowledge we gather from the experiences of our community/organizational members to make changes where they matter the most. This is not only in the spirit of practicality and efficiency but utilizing the insight gained is also an act of appreciation, considering the vulnerability, time, and knowledge that storytellers have shared with us. It is necessary to build trust by preventing the experience from appearing extractive to the storytellers, who would otherwise feel they poured out their energy without seeing any real-life changes to organizational culture. Here we need to be aware of the authenticity of our own storyline as the leaders of an organization and ensure the later chapters of implementation follow naturally from earlier chapters of proposal. Neglecting to do so will communicate a message of inauthenticity (and rightfully so) to those we ask to be their “authentic selves”.
While it is beyond the scope of this blog to give a comprehensive review of ethical knowledge translation, here are some points to get you started. However, working with a skilled research consultant may be beneficial to ensure strong links between insight gathered and policy/practice are made in order to minimize gaps between intention and action.
- Leaders should have a team of advisory bodies consisting of diverse voices with lived experiences to hold them accountable. Ensure team dynamic motivates you to push beyond your comfort zone and, thus, this collective body should not consist of peers (or just your best friend from the second grade at your start-up firm) that create a homogeneous echo chamber. In designing, reflecting upon, and mitigating such group dynamics, consultation from a professional who is aware of interpersonal processes within small group settings and collective group psychology can be very beneficial.
- As the feedback loop between insight and action gets tightened, feedback about the storytelling experience itself should not be neglected. Those who have poured out their energy to offer insight need to have access to a safe feedback system to communicate how the experience was for them.
- Consult the pdf guide shared in the storytelling intro post for additional questions/points to consider.
Stories can be painful, but the storytelling experience does not have to be. I am in the process of re-trusting the process after my own experiences with environments and leaders who ….well made it painful.
In the meantime, I hope that the above information in combination with self-initiated learning, self-reflection, and growth can help well-intentioned leaders move towards creating a safe space that allows stories to thrive.
For a creative take on stories and why they are important to identities and one’s life journey, check out this video with narrative and music composed by me (Click on “CC” for Subtitles)