The other of this chapter is Stephen Denning. He believes and
argues that if a narrator chose his or her appropriately, it can help a leader
to get concepts in which he can use to transform his /her organization, he put
emphasize that there is need to know the narrative strategies which are
appropriate for the right purpose for specific circumstances.
He believes that a power of narrative if the one which particular
to a certain mindset and its analyses is set to drive business thing to its
listeners, it offers motivation as well as motivating. Any storyteller should
critically differentiate corporate from the general world and he should make
sure that he is more succinct. That is, he should make all points seconds
rather than in minutes to avoid boredom. It should always visualize actions
He gives caution about the so-called positive stories. He feels
that people are able to learn more from their mistakes instead of their successes.
The form of the story is basically determined by its purpose. The stories that
impact knowledge in most cases have negative overtones instead of positive. He
argues that both boring and negative stories have a role to play and they
should not be despised.
Storytelling is seen to
impact a powerful route to people’s imaginations. He finds out that a story
that is basically designed to change people, has a tendency of invoking future
as well as identifying direction. He singles out the roles of storytelling,
these include; communicating whom you are, transmitting values, fostering
collaboration, sparking action just to mention but a few.
In conclusion, it’s not desirable to have complex stories which
have all the elements but adds no value to the organization larders. But it is
wholesome to have storytelling techniques which you are quite sure will meet
your wish of transforming people in a certain situations or circumstances.
Leaders who had strong doubts about storytelling will come to realize how the creative
Why do you think Stephen Denning is much opposed to positive