Tales for Change: Using Storytelling to Develop People and Organizations

Citation

Bullock, J. (2005), "Tales for Change: Using Storytelling to Develop People and Organizations", Leadership & Organization Development Journal, Vol. 26 No. 8, pp. 692-693. https://doi.org/10.1108/01437730510633764

Tales for Change is the third book in a series exploring the use of stories and metaphors written by Margaret Parkin. This book focuses on using storytelling to develop people and organisations with an emphasis on dealing with change. Tales for Coaching explores the use of stories and metaphors with individuals and small groups while Tales for Trainers examines the use of stories and metaphors to facilitate learning. This suite of resources shines a new light on the time honored tradition of storytelling by demonstrating that it is more than entertainment or a way of carrying on tradition, it is a valuable tool for helping individuals and organisations achieve success. Storytelling is a skill learned early in life that can be employed for enjoyment as easily as it can be used to manage change. Parkin conveys the message that storytelling is a fundamental form of communication that is simple, widely understood, and effective. She reminds readers that storytelling has been associated with change for many years although unbeknownst to the casual observer. Indeed, it can be powerful when utilised in a focused and deliberate manner to address specific needs.

An important aspect of this book is that it provides readers with the rationale behind the use of storytelling for managing change and explores five specific aspects of change: dealing with change; being creative; helping leaders and teams go through change; dealing with the stress of change, and developing emotional intelligence. Ten tales illustrate how each type of change can be explored to afford the reader the opportunity to select the one that best fits the situation and particular needs they wish to address. Each tale includes a brief narrative analysis, including an introduction that sets the stage by providing the context or specific applications for which it best suited. Of course, the moral of each story is presented, but not in the way most would expect: the moral of each story is crafted to convey a salient message about change. Each tale is also accompanied by a listing of five prompting questions to help facilitate application of storytelling in actual practice, as well as to collect comments and feedback from the target audience. Readers benefit from the author's collective experience and research as each tale presented was selected for inclusion after having been tested in numerous settings to assess efficacy.

In total, Tales for Change provides the reader with fifty stories that can be quickly and easily leveraged to facilitate meaningful discussions and initiate substantive dialogue to help individuals and organisations embrace change. The author skillfully opens each chapter dealing with a particular aspect of change by providing relevant information and highlighting key concepts of well recognised thought leaders that underscore its importance in the larger organisational change management context. Guidance is offered to help create a framework for using the tales, in addition to the introductory comments and five questions posed for each of the 50 tales contained in the book. These questions are designed to help elicit reflections and trigger ideas about change on the part of listeners or participants. They can serve as a valuable resource to launch a brainstorming session or help a group come to grips with the stress of change. The diverse selection of stories represents a wide array of cultures and draws upon recognised tales and legends making the book useful in many settings and groups. Examples of tales contained in the book include “King Solomon's Ring” highlighting the need for balance, “Alice Meets the Queen” exploring the power of creative imagination, “Nasrudin and the Source of Happiness” challenging readers to consider whether change can help achieve happiness by alleviating pain of the present state, and “The Mantra” serving as a reminder to put theory into practice. The stories are brief, ranging from a few paragraphs to a little over a page, but they have been carefully adapted to elucidate a powerful change management message. A listing of references and further reading is included at the end of the book for those who wish to explore the use of storytelling further.

Almost everyone loves stories, whether young or old. “However, storytelling is not just the province of children: it is a powerful and compelling resource that can be used to re‐frame and re‐size problems and provide useful metaphors for the boardroom, office and individual.” Tales for Change is suitable for any reader interested in employing storytelling to help individuals or organisations deal with the stress, emotions, and mental adjustments associated with change. The fresh approach, stories and facilitation notes contained in the book will help readers master the skill of storytelling to develop people and organisations while facilitating learning, increasing creativity and emotional intelligence. The wide array of cultures, stories, and legends forming the basis of the tales helps readers choose a tale that will meet their particular needs.

Tales for Change is a stimulating and thought provoking tool that can be easily used across a wide array of situations involving change by tapping into the age old power of storytelling. Quickly understood and easily embraced, the fifty tales contained in this book can help readers harness the energy inherent in change by stimulating creativity through brainstorming and promoting increased awareness. Tales for Change is a valuable tool for today's change agents, leaders, and those affected by change.