Stephen Denning – Squirrel Inc: A Fable About Leadership Through Storytelling (re-up) Squirrel Inc — A Fable About Leadership Through Storytelling [4CDs (MP3)] [4 CDs (MP3)] Category: Management / Leadership This product can only be requested by members. To get this product, you must be a memberBECOME A MEMBER Description Reviews (0) Description This is the Re-Up from the CD’s (not the book.)(Nobody was seeding this one for a long time now) You can find the book here: General Information===================Title: Squirrel Inc. A Fable About Leadership Through StorytellingAuthor: Stephen DenningRead By: L.J. GanserCopyright: 2004Audiobook Copyright: 2004Genre: SpeechPublisher: Recorded Books, LLCAbridged: NoThanks: Rockaflicker Original Media Information==========================ISBN: 1419304178, 9781419304170Media: CDNumber: 04Source: LibraryCondition: Very Good File Information================Number of MP3s: 63Total Duration: 3:54:58Total MP3 Size: 155.33Parity Archive: NoRipped By: MERipped With: EACEncoded With: LAME 3.97 -V 4 –vbr-newEncoded At: VBR 90-96 kbit/s 44100 Hz Joint StereoID3 Tags: Set, v1.1, v2.3 Book Description================This book deals with leadership. It’s about how you can use the magicof narrative to lead from wherever you are and handle the principalchallenges facing all leaders today: · how do you persuade people to change? · how do you get people working together? · how do you share knowledge? · how do you tame the grapevine? · how do you communicate who you are? · how do you transmit values? · how do you lead people into the future? Whether you are in an organization or a concerned citizen, these areamong the most difficult – and significant– leadership challenges. Todeal with them, there are few other usable tools. Of the thousands of books published on the subject of leadership, onlya few have hinted at the connection between leadership and storytelling.Even those writers who made a beginning dealt with storytelling as aperipheral issue. None grasped the centrality of narrative to leadershipand communication or systematically spelt out its multifaceted dimensionsand methods. Here finally are leadership tools that actually work. In my interactions with executives in scores of large organizations,I have seen how easily and quickly people can enhance their naturalstorytelling capacity, once they grasp that storytelling is not somekind of a primitive toy that needs to be replaced by the sleek computer-guidedinstruments of modern analytical thinking. Storytelling is in fact atthe core of the significant activities of every modern corporation,as well as at the center of everything we do in public and private life.The ability to tell the right story at the right time is emerging asan essential leadership skill to cope with, and get business resultsin, the turbulent world of the 21st century. It’s also a critical capacityfor personal interaction and happiness with family and friends. A recent Booz Allen review concludes that “perhaps the most powerfulrole of stories today is to ignite and drive changes in management policyand practices. Stories that spark change springboard stories wereintroduced in my book, The Springboard: How Storytelling Ignites Actionin Knowledge-Era Organizations, which told the remarkable story oftransformational change in the World Bank. This refreshingly differentmessage is now spreading throughout the world. · Part One of this new book gives detailed advice on how to craft andperform a story that can spark transformational change in an organization. · Part Two shows how to deploy six other kinds of storytelling thatare of high-value in an organizational context. Each chapter demonstratesand explains how each different kind of story is crafted and told. · Part Three illustrates the impact of storytelling on our work andpersonal lives. Since writing The Springboard, I noticed that storytelling is importantnot only for leaders to spark a change, but for anyone who needs totell the organization’s story or work with a team toward a vision orshare knowledge or harness the rumor mill. I saw how different narrativeobjectives have different narrative patterns associated with them. Iobserved how using the wrong form of story for a particular purposegenerally led to an unsuccessful result. And so I set about creatingthe tale of Squirrel Inc. that would show how understanding the differentnarrative patterns could help people find and tell a story that wouldget them to their objective. WHAT SORT OF STORYTELLING ARE WE TALKING ABOUT? Needless to say, when this book talks of storytelling, it isn’t talkingabout fairy tales or the traditional stories that are told to children.It’s talking about the sort of stories that are told in organizationson a day-to-day basis throughout the world by busy executives to achievereal-world objectives. Some of the stories that occur in organizations are close cousins oftraditional stories, which of course have a long history. The principlesof traditional storytelling were described several thousand years agoby the Greek philosopher, Aristotle, in his Poetics. These are storiesthat have a beginning, a middle, and an ending, and a plot with charactersthat combines a reversal and a recognition; the storyteller visualizesthe action and feels with the characters so that listeners immerse themselvesin the world of the story. Fictional examples can be found in the talesof Ovid, Scheherazade, Boccaccio or Mark Twain, the hero’s journey describedby Joseph Campbell, or in the popular cinema. This traditional typeof story is still relevant to some purposes in a modern organization,such as communicating who you are (discussed here chapter 4), or gettingpeople working together (chapter 5) or transmitting values (chapter6). This book is also about other types of narratives identified by practitionerswho have looked beyond the principles of traditional storytelling. Ratherthan examining how stories ought to be told, they have studied the narrativesthat are actually being told in organizations in terms of the purposesthat they serve and the impact that they have. Although non-traditionalstories don’t always comply with Aristotle’s principles of storytelling,they include some of the most valuable forms of storytelling in a modernorganization. Among them are springboard stories that communicate complexideas and spark action (discussed here in chapters 1-2), stories thattame the grapevine (chapter 7), stories that share knowledge (chapter8) and stories that lead people into the future (chapter 9). The tale of Squirrel Inc. thus deals with both traditional and non-traditionalstorytelling in organizations. It sets out to clarify which kind ofstory makes sense in which context and why. It aims at both demonstratingand explaining those differences, so that readers will be more likelyto find and tell stories that will accomplish their objectives. WHY SQUIRRELS? Squirrel Inc. is a fable about squirrels. Why squirrels? When I came to write this book, I had to consider the question: howcould I best communicate the similarities and differences between variouskinds of stories and their uses in modern organizations? I quickly discoveredthat conveying an understanding of seven types of stories across fouror five different dimensions represented a level of complexity not welladapted to textbook-style presentation. As a proponent of storytelling to communicate complex ideas, it wasnatural that my thoughts turned to narrative. Over the centuries, animalfables have successfully communicated complex messages to diverse audiences.Aesop and La Fontaine did it with a menagerie of animals, Franz Kafkawith a cockroach, George Orwell with pigs, James Agee with cows, JamesDaniel Quinn with a gorilla and Spencer Johnson with mice. This bookemploys squirrels. Squirrels sparked my imagination in several ways. Some years ago, Iwas reading that wonderful compendium of statistics known as Harper’sIndex and I noticed an oddball figure. It was the percentage of nutsthat squirrels lost because they couldn’t remember where they had buriedthem. I had forgotten the exact number, but it was remarkably high.The fact, if not the number, stuck in my mind as I watched familiesof squirrels run about my garden and I thought of the huge numbers ofnuts that they were continually losing. This book tells the story ofthe transformation of an imaginary organization called Squirrel Inc.from a nut-burying to a nut-storing organization. We follow the transformationas it goes from an improbability (chapter 1), a possibility (chapter2), a probability (chapter 3), a lost opportunity (chapter 9) throughto the conclusion (chapters 11 and 12). The density of squirrels in Washington D.C. is among the highest inthe world. I have done much of my writing there from a room that looksout over several gardens. From my window, I could see a large old mulberrytree and it was remarkable how many squirrels played on its long widehorizontal branches. From time to time, I would look up from my writingand see countless pairs of squirrels gamboling and frolicking on thistree with such evident pleasure, my spirits would lift. It was obviousthat the branches of the mulberry tree made a wonderful playground forthem. Then one day, I looked out the window and saw – no mulberry tree!My neighbors had without warning cut down the tree! Since a mulberrytree is a messy thing in a city garden, I understood their action, butI was shocked on behalf of the squirrels. How would they feel when theyfound that their mulberry tree had been cut down? The mulberry treestory plays a major role in Part Two of the book. Squirrel Inc. introduces a cast of furry characters who together learnthe art of storytelling in their quest to overcome obstacles, generateenthusiasm and teamwork, share important knowledge and ultimately leadtheir company into a new era of success and significance. Together,the squirrels discover that the ability to tell the right story at theright time can have a pivotal impact on the success or failure of anymajor change effort. Among the characters that you will meet in the book are: · A bartender, who hosts a nectar bar in the vicinity of Squirrel Inc.-· Diana, an up-and-coming executive at Squirrel Inc. who discovers thepower of stories to spark action.· Whyse, an advocate of storytelling that communicates who you are;· Hester, who uses storytelling to get people working together;· Mark, who discusses storytelling to transmit values;· Mocha, who shows how humor can be used to tame the grapevine;· Howe, who deploys storytelling to share knowledge;· Sandra, who pursues storytelling to lead into the future, and· Ted, the Director of Public Relations at Squirrel Inc. All of these characters, apart from the bartender, work for SquirrelInc. WHAT SORT OF AN ORGANIZATION IS SQUIRREL INC.? Squirrel Inc. is an imaginary organization with all-too-familiar difficulties.Once it was among the corporate elite. It was doing well by any standard.Profits were on the up and up for a sustained period. Its stock wasselling at a high multiple of earnings. Its management was widely admiredas a model. But times have changed. The marketplace has changed. Squirrel Inc.’srevenues are stagnating. Its market share is eroding. Its once-admiredmanagement practices no longer cut the mustard. Once Squirrel Inc. coulddo no wrong in investors’ eyes: now it can do hardly anything right.Its executive team is working the same long hours but the firm is nolonger getting the extraordinary results it once got. Squirrel Inc. is not a bad company. It isn’t involved in systematicillegality or downright fraud, like Enron. It’s trying to do the rightthing. Its managers are not intentionally cheating or stealing. Theyare not crooks. But Squirrel Inc. is not getting the results it needsto flourish. Nor has Squirrel Inc. been blindsided by some unexpected event thatcould not have been foreseen. As in many actual company examples, thereasons for its decline have been staring its executives in the facefor some time. The very habits and practices that made the firm successfulin the past have become shackles that are inhibiting innovation andhampering the changes that need to be made. Squirrel Inc.’s executives are in varying degrees aware of the reasonsfor the firm’s decline. Yet there is no agreement as to what to do,even if, as in many real-life cases, it is obvious to anyone outsidethe organization what ought to be done. For Squirrel Inc., change isirresistible but the organization seems immovable. Thus like many organizations today, Squirrel Inc. desperately needsleadership. As it happens, this is a challenge that narrative techniquesare well adapted to handle. The tale of Squirrel Inc. is about the useof storytelling as a set of tools to lift the firm out of its downwardtrajectory, to get individuals working together, to help to regenerateinnovation, and to move the firm forward into the future. So if you’re interested in using storytelling as a tool for leadingfrom wherever you are, or in understanding the unexpectedly large roleof organizational storytelling in the modern world, or simply in followingan entertaining story, go ahead: read, learn and enjoy! I hope you haveas much fun reading it as I had writing it. About the AuthorStephen Denning is a private consultant specializing in knowledge managementand organizational storytelling. His clients include GE, IBM, Shell,McDonald’s, and the U.S. Army, among others. He is the author of theacclaimed book, The Springboard: How Storytelling Ignites Action inKnowledge-Era Organizations Reviews There are no reviews yet. 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