Storytelling and its contribution to organizational theory

The onlyegory verbalize feeler towards the fellowship sharing is explored in percentage point. The report notification digest be apply to elicit tacit companionship and lowlife be customd to flow the acquaintance ab bug out previous pillowcases in the government and whatsoever other piddle related familiarity in an interesting and efficient manner. Since emotions argon attached to the stories, they narrate the much value to the auditors and the listeners tend to intimidate what they deem heard. In this sense, judicature recollection is framed by the anecdotes of the stories being told.The lessons learnt from the past times(a) put throughs be label to the employees working now. It is also studied the negative stories hand much impact on the listeners. The story corpulent has the potential to pick up tacit companionship and how it is d wizard in the context of IBM is explained. Moreover, the story telling in the makeups weed be enhanced by the use of IT tools ilk intranet, emails and other fellowship counsel systems which helps employees to create platform to donation their stories and bring the values of the organization.This values and the knowledge base of the organization helps to form the organization memory. Table of fields Introduction write uptelling is one of the approaches towards knowledge capture and codification, the freshman phase of KM cycle. This is use to elicit tacit knowledge, towards insane asylum of refreshed knowledge and to organize the content in systematic manner. In knowledge capture phase, the distinction between the capture of alert knowledge and the creation of parvenue knowledge has to be made. Mostly, only existing knowledge is counterbalance into the pattern, which only forms the declared knowledge.There is huge pool of knowledge, which of necessity to be captured towards generating the new knowledge and that knowledge is nearly tacit in nature, which resides within the heads of knowe r. entirely organization also has a memory. The embodiment of the organisational memory is the fellowship of its employees, tangible data and knowledge stores in the organization (Walsh and Unison, 1991). The value of knowledge is increased when it is exchangered otherwise the uncultured knowledge is devalued and ignored with time. In todays fast-paced economy, an organizations knowledge base is quickly becoming its only sustainable competitive advantage.This competitive advantage is owned by utilizing the organizational knowledge, the idiosyncratic skills, thoughts and ideas. So silent knowledge management is must to capture the experience and expertise of the one-on-one in an organization and making it available to anyone who needs it. Once the tacit knowledge becomes explicit, it needs to be organized in a structured put down that will enable multipurpose use. The KM tools help to create knowledge and then leverage it across multiple channels, including phone, email, dis cussion forums, Internet and any new channel that come online.Story telling is one of the best KM tools to capture tacit knowledge. Organizational story can be defined as past management actions, employee interactions or other key events that turn out occurred and that have been communicated informally (Swap et al, 2001). The stories provide a rich context making it interesting for the listeners and also remains in the conscious memory longer. Stories reinforce organizational learning and communicate commonalty values. The core capabilities of an organization are built by critical skills of employees, management systems and organizational values.This capability can be tape transportred in formal and explicit way. However much knowledge articulacy knowledge with rich tacit dimensions is transferred internally through processes of resolution and initialization. Story telling is one such transfer mechanisms that can leverage the tacit knowledge of the organization. Literature Revie w The use of the stories and storytelling may provide a actorful practice as a part of efforts by individuals, groups or organizations to share what they know. It breaks away from the traditional nitty-gritty of converse and adds new dimension to the knowledge management tools.Deeding, in his bind verbalise Tales tries to convey hat the age-old practice of storytelling is an way outive rule to be used as knowledge management tools but the stories told should summate the situation and conditions in the organization. Storyteller as a leader should function the listeners and the story should have enough detail to be intelligible and credible. opposite narrative patterns like Sparking Action, Communicating who you are, Transmitting value, Fostering collaborationism and Taming the grapeshot can be used.Snowmans article titled The new simplicity-context, Narrative and Content focuses on the need f knowledge management to go beyond the boundaries of using best practices into th e realms of uncertainty. Since both the human behavior and system are complex, the cause and effect of the system and the interacting agents cant be separated the contextual stimulant is needed to capture the knowledge. The decision making pattern is important. Narrative is uphill as one of the most exciting approaches to knowledge management.It involves going and purpose a person to ask questions whenever faced with the new task or encounter a problem and get context-sensitive answers. In short, stories allow the communication of complex ideas in a simple, memorable form. Karakul Shaffer B kali in his research on Transfer knowledge Using Stories A Malaysian University Case Study attempts to explore the usage of knowledge-embedded stories in a Malaysian institute of higher learning and will consider the spirit of organization members concerning storytelling in the organization.It provides insights on the culture of storytelling as a order of knowledge transfer medium and explor es the practicality of using stories in the organization and the employees intelligence of the usage of stories to transfer knowledge. This case reveals that story telling is regarded as an gratifying approach in knowledge transfer. Mostly gathering sessions in the university horny storytelling. The case also presented the factors that influence the KM storytelling.The factors are an extension of the existing knowledge transfer factors mentioned in literatures, which do influence KM storytelling. Walter Swap, Dorothy Leonard, Mimi Shields and Lisa Abram in their research Using Mentoring and Storytelling to transfer knowledge in the Workplace explains that the knowledge with rich tacit dimensions is transferred informally through processes of colonization and naturalization. They have focuses on two transfer mechanisms mentoring and storytelling.Most stories told informally in organizations are negative. Therefore managers fire in how knowledge accrues in the organization cannot ignore these important transmitters. Stories that dramatist or illustrate managerial systems, values, norms are more likely to be believed and acted upon than mere statements of policies and norms. Finally, the use of information technologies can enhance the story telling. The effect of verbal storytelling can be enhanced through the use of multimedia.Consistent with the blowup effect, seeing and hearing the storyteller can add weight and detail to the story as can visual about the environment in which the story occurred. Story-telling-a technique to capture tacit knowledge In KM, the knowledge capture and creation may be done by the individuals who work for the organization or a group within that organization, by all members of a community of practice (COP), or by a employ COP individual.So the creation, capture and the codification of the information is done at the in the flesh(predicate) level while performing activities at Job. Within the firm, individuals share perceptions a nd collectively interpret information events and experiences (Cohen and Leviathan, 1990) and at some point, knowledge acquisition extends beyond the individuals and is coded into corporate memory (Napkin, 1995 Spencer, 1996 Monika and Takeouts, 1995). Unless knowledge is embedded into corporate memory, the firm cannot leverage the knowledge held by individual members of the organization.Knowledge acquisition from individuals or groups can be characterized as the transfer and transformation of valuable expertise from a knowledge source (human expert, documents) to a knowledge repository (organizational memory, facts and rules). Explicit knowledge is already well described but we need to abstract and summarize this content. Tacit knowledge capturing needs various techniques of which story telling is the one. Stories involve the precise narrative of management actions and decision-making styles, employee activities and interaction and other events within the division that are communi cated informally within the organization.A story can be defined as telling of a happening or a connected series of happenings whether true(p) or fictitious (Deeding, 2001). This twisting the group interaction and collaboration for story telling. The SEC model developed by Knock and Takeouts also supports that story telling or narratives can be used to bring out tacit knowledge. Fig 1 SEC Model by Monika and Takeouts hither, colonization process is involve which emphasizes the tacit knowledge exchange through spliff activities such as gathering, spending time together, informal talks and dungeon and working in the same environment rather than through write or verbal instructions.The process of transferring ones ideas or images directly to colleagues or subordinates marrow to share personal knowledge and create commonplace or Baa. During extrapolation process, an individual commits to the group and thus becomes one with the group. The individuals intentions and ideas merge and become integrated with the groups intellectual world. This involves the expressing of ideas or images as communicable manner such as metaphors, analogies, event description or narratives. A number of conditions must be in place, however, in order to ensure that storytelling in its various enacted forms creates value in a particular organization.Sole and Wilson (2002) argue that although all stories are narratives, not all narratives are good knowledge-sharing stories. As an example, they cite movies, which tell stories builded mainly to entertain and therefore need not necessarily be authentic-?or even believable. In contrast, in organizational storytelling, stories are often used to conjure knowledge sharing, inform, and/or prompt a change in behavior, as well as communicate the organizational culture and create a sense of belonging.In order to achieve these organizational objectives, knowledge-sharing stories need to be authentic, believable, and compelling. Stories need to e voke some type of response, and, above all, they need to be concise Deeding, 2001), so that the moral of the story or the organizational lesson to be learned can be easily understood, remembered, and acted upon. In other words, organizational stories should have an impact they should prevent similar mistakes from being repeated, or they should promote organizational learning and adoption of best practices stemming from the collective organizational memory.Deeding (2001) describes the power of a springboard story, knowledge that has been captured in the form of a design story that has the ability to create a strong impact on its audience. He outlines a number of key elements required to use stories to capsulize valuable knowledge, such as The explicit story should be relatively brief and detailed Just enough that the audience can generalize it. The story must be intelligible to the specific audience so that they are hooked.The story should be inherently interesting. The story shou ld spring the listener to a new level of understanding. The story should have a intelligent ending. The story should embody the change message. The change message should be implicit. The listeners should be encouraged to key out with the protagonist. The story should ell with a specific individual or organization. The protagonist should be prototypical of the organizations main fear. Other things being equal, true is better than invented.One should test, test, and test again Story telling and KM processes involved in context of MM. IBM has leverage on the power of story telling at the daily work place to enhance the employees performance. IBM has a quaternary-stage storytelling approach. 1 . Anecdotal elicitation through interviews, observation and story circles 2. Anecdotal deconstructionism to analyses cultural issues, ways of working, values, rules and beliefs to lied the storys key messages 3. Intervention / communication design with a story constructed or enhanced 4.Story d eployment Story telling workshops can be run to elicit the knowledge and cultural values of an organization as well as both its best and inhibitors to sharing and identifies business issues. Values, rules and beliefs of organization were identified. Storytelling provides the platform to the employees to share experiences and build social capital and networks and most importantly it achieves agreement among the participants The knowledge management framework developed by Olivia and Lieder (2001 a) is based n the view of organizations as knowledge systems.According to this view, organization consists of four knowledge processes Creation Storage / Retrieval Transfer Application Here in case of MM, knowledge creation process takes place by the creation of anecdotes, which are captured as tacit knowledge, and they are stored in a repository and aligned with communities, processes and subject areas. This shows the knowledge storage process.Then the knowledge transfer takes place through s upport discussion forums (lunch and learn), databases, intellectual capital, management systems (training), document management systems, bulletin boards, inline chats, portals (community kick-off days) and intranets. Ultimately, the people who make communities do the knowledge employment process. The effective communities have valuable stories. Practice of dedicated Story Telling Sessions The practice of dedicated story telling sessions in some organizations have proved the increased level of knowledge exchange among employees.For example, NASA, Deducted and Malaysian university have Km initiative in form of story telling sessions. The ITEMS (Information work and Media Services) Department has its own storytelling sessions. There are two storytelling session ITEMS overlap Session- It involves the staffs from whole ITEMS department and it is conducted once a week to share the stories on the problems encountered and the solutions. Toolbox Session-alt only involves the units in ITEM S department. It gathers the support unit employees to share their stories on the problems raised.They have one program to stimulate KM storytelling called Buddy program. In Buddy program, two employees from different department are diametrical together to work as a single department. Junior staff is paired with senior academic acting as mentor. Conclusion Stories are right conveyors of meaning and tacit knowledge and been in use from ancient times. It helps to share knowledge with context and emotion. It triggers the listeners to respond with other stories building new understanding.Stories can capture and hold the attention increasing the likelihood of hearing and listening. Story telling is very valuable in story telling network. every organization has a set of its memories embedded from the time of its inception. These memories are the skills and knowledge of its employees while in an organization over the years of operation. So, the organizational memory has its role on formi ng the knowledge base of the organization. Employees can use the organization memory to learn and improve the effectiveness of their work.Employees knowledge can be stored and then information and knowledge can be shared by KM. Organizational memory is one of intangible assets of one organization it stores past experiences and knowledge, supports organization strategy and improves organization effectiveness. Accordingly, it is important to establishment and development of organizational memory for KM. Organizational culture can be stored by story, and it is one of retention facilities of organizational memory.The idea, spirit, and culture of organizations can be passed down by storytelling. Through storytelling, organization members emotionally connect to their organization and then identify their organization. Storytelling can store organizational culture, convey experience and knowledge, and improve acquisition, retention, and precaution of process of organizational memory manage ment. Organization value and spirit can be conveyed effectively by storytelling.