| |
| Sunday, May 20, 2012
|
Login |
|
|
 |
|
|
|
|
|
|
|
| |
Narrativity in Organizations |
HOW CAN A NARRATIVE APPROACH TO DIALOGUES BE USED TO SUPPORT EMPLOYEES, TEAMS AND ORGANIZATIONAL DEVELOPMENT?
This track will invite the participants into an exploration of the potential of applying a narrative approach to working with organizational development and leadership. Sense making and organizational identity are embedded in the stories told in daily organizational lives. We will explore how narrative theories can be translated into supporting individuals, teams and work communities going in a preferred direction. Whether you are an internal or external consultant, coach or manager, the methods of double listening, re-authoring thin conclusions of identity and thickening preferred stories are powerful approaches in the cross field between professional conditions and personal values. As a manager, consultant or coach it is possible to co-create rich narratives that build bridges and scaffolds from the problem saturated stories to the preferred stories. We discuss questions such as:
How can a narrative leadership be conducted?
How can a narrative approach be applied in times of turbulence?
How can the use of narrative understanding enhance the quality of strategic dialogues such as the annual performance interview?
How can career coaching draw inspirations from a narrative approach?
The track will be based on involvement of participants and interaction between short presentations, exercises and reflections on practice.
The track is arranged and designed by Rambøll ATTRACTOR, Villa Venire and Lone Larsen.
PLENARY
Keynote by Klaus Majgaard 16th August Morning
Releasing Paradoxes - Narratives and the Renewal of Public Governance
At present, a new austerity presents itself as an immense challenge of European societies. At the same time, they have to cut public spending, renew welfare services, and secure a social and environmental sustainability.
To government practitioners it often appears in the form of dilemmas and “wicked problems”. How can they cut costs and, at the same time, renew the quality and impact of the services? How can the public sector be more empowering and inviting toward citizens participation and, at the same time, comply with fixed service standards? How can they de-regulate and reduce bureaucracy and, at the same time, uphold a high level of documentation, transparency, and accountability? No doubt, austerity both accentuates old and creates new paradoxes of the welfare society. But when these present themselves as reified and fixed conditions, it is often due to a much restricted and impoverished language practice. The presentation will explore how dilemmas and paradoxes are constructed and transformed through the use of different managerial languages: prescriptive, causal, and narrative languages. Each language offers certain approaches to the reform of local and national government, e.g. formalization (prescriptive languages), performance management (causal languages), and transformative leadership (narrative languages). Nurturing a lingual diversity and curiosity may be an important strategy in creating a climate for change.
In this context, the use of narrative languages has a highly innovative potential. Through narrative practice we can enrich and explore the interpretative horizon of our situation and we can develop a more authentic managerial language that empowers us to face complexity and dilemmas as drivers of welfare innovation.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |
|
|
|