For a relatively new Master programme, with a dual structure,
students were assigned to practical projects in the main organisation for which the study was developed – so that they could gain practical experience. However, a number of problems kept re-occurring:
• students were utilised on the work-floor for practical issues to such an extent that they had far too little time to devote to their study assignments • academic learning did not dovetail with work experiences • research showed that few graduates eventually got the job for which they were being equipped
This was a complex issue with many stakeholders. Both the
institutional trainers and workplace supervisors, managers and employees tried, each in their own areas, to come up with solutions. Studies were done, reports were written and working conferences held. All to no avail.
A storytelling session proved to be a very special intervention.
Representatives from each of the stakeholders listened to three men telling their personal stories one afternoon. There was no analysis of patterns, no numbers, no trends or averages. Only powerful personal stories. These were: • a student who was struggling in his internship year • someone recently graduated, in search of work, and disappointed in the failed programme • a workplace supervisor who had been a part of the internship
programme
Afterwards, the large group of people sat at tables talking to each other. And something extraordinary happened. Even though the information they received was not new, the conversations that took place were different. People discovered relationships. They now understood why smart solutions devised in the business school did not work in practice. And there was a new energy in the room. People shared discoveries and suggested new solutions. Partnerships formed spontaneously, boundaries were crossed. And especially the (quite emotional) story of the young student, gave people a sense of determination: let’s solve this. Instead of passing the blame, they now tried to find a solution together.
“Story is a container that can serve to increase each individual’s exposure to many new perspectives related to a particular situation. A container that captures interest, engages, and allows insights to emerge.”
References
1. Dante, Alighieri The Divine Comedy trans. Henry Wadsworth Longfellow
www.everypoet.com 2. Kurtz, C.F & Snowden, D.J The new dynamics of strategy: sense- making in a complex and complicated world IBM Systems Journal Vol 42 No. 3 2003 3. Moore, Harvey D & Patsie S The Mysterious Marvelous Snowflake Abingdon 1981 4. Scharmer, C. Otto Theory U: Leading from the future as it emerges Berrett-Koehler Publications Inc 2009 5. Waldrop, M. Mitchell Complexity: the emerging science at the edge of order and chaos Viking 1992
6.
www.storycoloredglasses.com/p/confluence-sensemaking- framework.html and
www.workingwithstories.org 7. Bolte Taylor, Jill My Stroke of Insight Viking 2008 8. Cybernovation Technologies and Industries Ltd Users Manual: Thinking with Hexagons 1990 9. Williams, G and Haarhoff, D The Halo and the Noose Graysonian Press 2009 10. Tjepkema, Saskia Creative Synergy Through Personal Stories (This article was first published in the Dutch Journal of Development Organizations, Volume 1, Number 1: Connection. In March 2011. Neer: Kloosterhof. It was translated by Graham Williams.
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