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Storytelling and the paradox of Plato |
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We live in an age when storytelling is suspect. Scientists deride it. Philosophers threaten to censor it. Logicians have difficulty in depicting it. Management theorists generally ignore it. And storytelling’s bad press is not new. It has been disreputable for several millennia, ever since Plato identified poets and storytellers as dangerous fellows who put unreliable knowledge into the heads of children and hence would be subject to strict censorship in The Republic. It is ironic that Plato, one of the greatest storytellers of all time, should also be the man who proposed that in the rational world of the Republic storytellers would be either banned or censored: The Republic: Books 2-3 Why did Plato attack storytelling and storytellers? This depends on one's view of The Republic. On the surface, Plato appears to be describing an ideal world, organized entirely on rational lines. In this literal sense, Plato can be seen as the explicit enemy of storytelling. On another level, The Republic can be seen as an ironic description of what a purely rational republic might be like, if only to show the impossibility of organizing the world on purely rational lines. In this sense, Plato, the great storyteller, is well aware of the awesome power of storytelling, and notes that its effectivenes is not derived through entirely rational means, and hence logically, the storytellers, along with the poets and musicians, must be either banned from The Republic or at least strictly censored. In this sense, Plato can be seen as protecting the young against the power of storytelling. He did not however hesitate himself to use storytelling to attain his own rhetorical goals. The story of the dinner party that Plato tells in Symposium, has lived for several thousand years, and seems destined to live forever. Narrative and analysis are complimentary In The Secret Language of Leadership, I point out that narrative and analysis are not antithetical or in conflict. They are complimentary approaches to communication. Here's a passage from chapter 12: "In making the case for narrative, I am in no way trying to undermine science or drag the world back to the dark ages of myth and superstition. On the contrary, I am committed to science and its self-correcting methodology. "We need to apply double-blind controls in experiments, where neither the subjects nor the experimenters know the experiment’s objectives during data collection. We need to vet our results at professional conferences and in peer-reviewed journals. We should insist that research be replicated by others unaffiliated with the original researcher. In our reports, we need to include any evidence to the contrary, as well as alternative interpretations of the data. We need to encourage colleagues to be skeptical and to raise objections. If extraordinary claims are being made, we must put forward extraordinary evidence. Those methods need to be applied to the language of leadership as well as to everything else. "But when we’ve done all that, and it’s vital that we do it, how do we communicate the results of what we have discovered, particularly if our findings are highly disruptive to people’s lives? If we try to communicate those findings by the same methods through which the findings were derived, what usually happens? Pushback. Resistance. Cynicism. Hostility. If we use narrative intelligence and employ the language of leadership, the results can be very different. "
It’s a matter of using science and analysis for what they are
good at, and using the language of leadership to communicate science’s
findings and get them implemented. Just think for a moment. Would
it be scientific to go on using the language of analysis for an activity
for which it isn’t suited, while refusing to use a different
language that does work? To adopt such an approach would be the height
of unscientific behavior." |
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References: |
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The
Leader's Guide to Storytelling: Mastering the Art & Discipline
of Business Narrative
Squirrel
Inc: A Fable of Leadership Through Storytelling,
Storytelling
in Organizations The
Springboard: How Storytelling Ignites Action in Knowledge-Era
Organizations Steve Denning consults and gives workshops and keynote presentations on topics that include: leadership, innovation, organizational storytelling, business storytelling, springboard storytelling, knowledge management, branding, marketing, values, communication, communities of practice, business performance, collective intelligence, tacit knowledge, business collaboration, knowledge, learning, community, performance improvement, visionary leadership, social potential, institutional community building, and internal communications. You can contact Steve at steve@stevedenning.com Copyright © 2000-2004 Stephen Denning Webmaster CR WEB CONSULTING
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