Application

From the chapter's own abstract

This closing chapter offers another way to translate the book’s main ideas into practice by considering three different positions: the storyteller or ‘leader’ who is setting out a narrative; the coach who works alongside a leader helping them to identify the narrative they are stuck inside and find a way to replot it; and the person being told the story, whether employee, board member, investor, or anyone who needs to read an organisational narrative through a critical lens.

1. What is the dominant story circulating right now, and who narrates it informally?
2. What does the gossip reveal about where the anxiety actually sits?
3. Am I revising the content of this story, or replotting it?
4. Whose resistance is narrative critique rather than inertia?
5. What part have I been cast in, and do I accept it?

• Three positions
• Cultural audit
• Storytelling halo
• Sense breaking
• Naming the void
• Prospective emplotment
• Aphorism as infrastructure
• Story stabilisation
• Replotting
• Elenchus
• Suppressed questions
• Resistance as critique
• Ethics of narrative

• Mapping what stories circulate
• NHS transformation

Related lens: Application

Related tools: All four tools

Status: abstract quoted directly from the manuscript · questions and concepts are site-written · author review required