Reissner and Pagan describe how storytelling is emerging as a management approach, even though there is ambiguity concerning the meaning of ‘story’ and ‘storytelling’ as a management practice, not only as a management communication tool, but also in how stories and storytelling are understood by employees. As a consequence, managers and consultants will have difficulty using stories and storytelling in making informed decisions.

Reissner and Pagan’s research demonstrates that storytelling in the modern organisation is represented at three levels: corporate storytelling (macro level), managerial storytelling (meso level) and peer storytelling (micro level). Each level is distinctly defined in the organisation, with actors at each level displaying differing levels of consciousness as to how stories and storytelling are applied within the organisation.

Of particular importance in the researchers findings was that the more managers understand the use and limits of stories and storytelling, the more effectively they can communicate with employees and other stakeholders. Storytelling can be used to communicate corporate visions and strategic goals (corporate storytelling), assist in attaining principal business results (managerial storytelling) and enhance relationships within an organisation (peer storytelling). However, corporate storytelling at NorthernServices Ltd in the United Kingdom, through a monthly newsletter, a communications forum and a meeting with senior managers, was shown to be insufficient alone to convey the corporate message and required further support through managerial behaviours that go beyond the spoken word: Senior managers definitely follow up any points raised during the round tables. We’ve just received something today from our last meeting where they’ve listed all the questions and queries that were brought up and given some answers of why this is happening or what’s going to happen in the future. They do try to follow up on everything, tiny things as well. Yes, they’re really good for that.

The authors explain further that without addressing the ‘small details’ manager’s stories may not necessarily bring out the positive image of the corporate story.

QUESTION

How do you think that managers’ storytelling differ at the three different levels (macro, meso and micro)? What particular challenges do you envisage at each level of storytelling? How can managers overcome these challenges?