However, strategic ambiguity is sometimes not a bug, but a feature. As such, the narration must be brief and consistent with objectives. It considers a top-down communication (for example, the communication of a boss to his employees), and aims at the efficiency of the transmission. The functionalist perspective sees storytelling as a management tool. Giroux and Marroquin distinguish five perspectives in writings on organizational storytelling: It deals with human beings in organizations connecting, engaging and inspiring other stakeholders using stories and story structures in their communication. While storytelling is a key ingredient in great advertising, organizational storytelling caters to a very different audience. Storytelling is an ingredient to make an idea "stick". The narrative is said to be more "synthetic" than "analytic", and help to: share norms and values, develop trust and commitment, share tacit knowledge, facilitate unlearning, and generate emotional connections. In contrast, storytelling employs ancient means of passing wisdom and culture through informal stories and anecdotes. īusiness organisations explicitly value "hard" knowledge that can be classified, categorized, calculated, analyzed, etc., practical know-how (explicit and tacit) and know-who (social connections). " This follows the narrative paradigm, a view of human communication based on the conception of persons as homo narrans. It recognises the special place of narration in human communication, making narration "the foundation of discursive thought and the possibility of acting in common. Organizational storytelling (also known as business storytelling) is a concept in management and organization studies. ( Learn how and when to remove this template message) ( December 2017) ( Learn how and when to remove this template message) Unreliable citations may be challenged or deleted. Please help this article by looking for better, more reliable sources. Some of this article's listed sources may not be reliable.
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