Product Description

The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers.



Readers will learn techniques by which they can help their organizations become more unified, responsive, and intelligent. Storytelling is a management technique championed by gurus including Peter Senge, Tom Peters and Larry Prusak. Now Stephen Denning, an innovator in the new discipline of organizational storytelling, teaches how to use stories to address challenges fundamental to success in today's information economy.



* Provides innovative and powerful tools which can effect organizational change
* Helps organizations share knowledge critical to success in the information economy
* First book on a major emerging trend in organizational change and K.M.

Product Details

• Amazon Sales Rank: #256617 in Books
• Published on: 2000-11-08
• Original language: English
• Number of items: 1
• Binding: Paperback
• 248 pages

Review
"excellent examples in appendix, easy to read, can be understood by business and non-business majors"

About the Author
Program director for knowledge management at the World Bank, the massive international financial organization (it lends approximately $30 billion each year). He contributes to knowledge management and organizational learning publications and presents very frequently at leading professional management conferences.

Customer Reviews

Useful stories! But is this what storytelling is about?
I came to this book with high expectations but was disappointed. As a lover of stories, I was interested to see how stories may be used to initiate social and organizational change and to inspire people. Denning's book advocates a particular type of story, he calls it 'springboard story', precisely because of its ability to spark change, to stimulate energy and enthusiasm. The prototypical such story which provided Denning with his Damascus experience is one about a health worker in deepest Zambia, who in the early days of the internet, found the answer to his quest for a treatment of malaria by accessing a web-site in Atlanta. Fair enough, an interesting story; but not a great one. Seeing Denning stretch this and other similar stories to great lengths ends up by reminding me of out-of-touch vicars telling stories which bore or embarrass their audiences. The book fails to examine counter-stories and strips down stories to a narrow 'usefulness' which takes the heart, the fun and the meaning out of them. If you want to look for a deeper understanding of organizational storytelling you must look elsewhere.

The Power of the Business Narrative: Emotional Engagement
Think about it. Who are among the greatest storytellers throughout history? My own list includes Homer, Plato, Chaucer, Aesop, Jesus, Dante, Boccaccio, the brothers Grimm, Confucius, Abraham Lincoln, Hans Christian Andersen, and most recently, E.B. White. Whatever the genre (epic, parable, fable, allegory, anecdote, etc.), each used exposition, description, and narration to illustrate what they considered to be fundamental truths about the human condition. In this volume, Denning focuses on "how storytelling ignites action in knowledge-led organizations" and does so with uncommon erudition, precision, and eloquence.

His narrative covers a period of approximately three years during which he used what he calls "springboard" stories to "spark organizational change" at The World Bank. More specifically, to forge a consensus within that organization to support the design and then implementation of effective knowledge management, first for itself and then for its clients worldwide. How he accomplished that objective is in and of itself a fascinating "story" but the book's greater value lies in what he learned in process, lessons which are directly relevant to virtually all other organizations (regardless of size or nature) which struggle to "do more with less and do it faster" in the so-called Age of Information. Maximizing use of their collective intellectual capital is most often the single most effective way to do that.

There are several reasons why this book impressed me so much. Here are three. First, Denning allows his reader to accompany him during the process by which he eventually overcame rigorous but subtle internal opposition to what was perceived to be a threat to the status quo at The World Bank. Second, he shares with his reader the profoundly important realization -- well along during the process -- that he needed to use a "springboard" story to win over his opposition. That is to say, practice what he had been preaching but without (until then) much success. Finally, he provides just about anything his reader needs to know inorder to use storytelling to achieve the same objectives within her or his own organization: forge a consensus of support, design and implement an internal information management program, and then extend participation and benefits to all other stakeholders, especially customers or clients as well as strategic partners.

The comprehensive narrative (which really increases in pace and impact after Denning's "profoundly important realization") is supplemented by six appendices: Elements for Developing the Springboard Story, Some Elements for using Visual Aids in Storytelling, Elements for Performing the Springboard Story, Building Up the Springboard Story: Four Different Structures, Examples of Springboard Stories, and finally, a Knowledge Management Chart. The Bibliography which follows is brief but more than adequate. The footnotes are conveniently provided within each chapter to facilitate correlation with Denning's text and indicate the nature and extent of his erudition.

Although Denning could probably hold his own during a workshop conducted within the highest of ivory towers, I value even more (much more) his immensely practical approach to accommodating all manner of realities such as the aforementioned opposition to his efforts within The World Bank and the importance of telling the appropriate "springboard" story to an external audience. For example, the same story which was enthusiastically received by his audience in London was met with polite silence soon thereafter by another audience in Bern.

In this review, I have only begun to indicate the nature and extent of the invaluable wisdom and practical advice which Denning provides. Why Five Stars? Because a higher rating is not available.

For whatever reasons, only in recent years has there been an awareness and appreciation of the importance of the business narrative. Those who share my high regard for this book are urged to check out Annette Simmons' The Story Factor, Doug Lipman's Improving Your Storytelling, and Storytelling in Organizations co-authored by John Seely Brown, Denning, Katarina Groh, and Laurence Prusak.

Entertaining account of World Bank and knowledge mangement
During the era of oral tradition (which far exceeds our measure of the written history) the storytellers were the priests since they were the keepers if the body of knowledge of their known boundaries of civilization. The windows that are provided by later renditions of these treasures are always quite interesting. Homer wrote down the stories he had heard as did Saxo Gramaticus (whose stories Shakespeare later immortalized). "Mahabharata" and "Panchatantra" give insight into some of the Easter cultures. The stories of the graceful hulas were originally only performed by men in elegant sign language to communicate the Polynesian stories between tribes of different languages. Stephen Denning gives us an unpretentious, entertaining window to follow the story of the entry of The World Bank into ever more formalized management of knowledge.

After finding the existence of Stephen Denning through the WWW, ... I was drawn to his philosophy of trying to find the least expensive and most expeditious methods of tearing down barriers for acquisition of knowledge by anyone who was seeking. What I see can be used by the highest and lowest ranking seekers. I suspect that managers of large organizations both private and public will most appreciate the problems encountered.

David Napper, director of a small company in Denmark