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The Springboard
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"One of the more interesting and creative management books of the past few years, The Springboard reflects Denning's strong belief in stories as encapsulated knowledge and his own stories about the World Bank are strongly illustrative of his own passion and knowledge. Read it, and learn from it, and enjoy it!" --Larry Prusak, Executive Director, IBM Institute for Knowledge-Based Organizations "For me, reading The Springboard was just that, an amazing spring board for better understanding how to bring strategic change to organizations, how to communicate in ways that impact skeptical audiences and in general, how to rethink knowledge management from a customer perspective. It is also the best thing I have ever read on corporate communication." --John Seely Brown, Chief Scientist, Xerox Corp, Co-author of The Social Life of Information What is it that makes up such a springboard story? The author vividly and openly shares with us his experiences within the bank and outside as the new knowledge management processes are supported, developed and embedded. He includes other springboard stories and, most importantly for his readers, the nature of effective springboard stories is generalised. You will find yourself working up your own and trying them. Here is a powerful tool for managers of change. Professional Manager One picture is worth more than a thousand words. A well-told springboard story jump-starts the actions that reports fail to inspire. Stephen Denning has given managers a new way to make things happen. Professional Manager This is how all management books should be: creative, informative and entertaining. It is a compelling read for anyone involved with change or anyone who just likes a good story. Sheila Bullas(director Health Strategies Ltd), for The British Journal of Healthcare Computing Storytelling is a powerful and formal discipline for organisational change and knowledge management. Explains how organisations can use certain types of stories to communicate new or envisioned strategies,structures, identities, goals /7 values to employees, partners & customers. Personnel Today Stephen Denning is to be roundly applauded for re-opening the book on storytelling as being at the centre of human communication, knowledge transfer and consequent decision-making. His Springboard story is a very specific story-form, honed to be effective in the context of 21st century organisational change. Knowledge Management
Kurzbeschreibung
"The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations" is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers. Readers will learn techniques by which they can help their organizations become more unified, responsive, and intelligent. Storytelling is a management technique championed by gurus including Peter Senge, Tom Peters and Larry Prusak. Now Stephen Denning, an innovator in the new discipline of organizational storytelling, teaches how to use stories to address challenges fundamental to success in today's information economy. It provides innovative and powerful tools which can effect organizational change; and, helps organizations share knowledge critical to success in the information economy.
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A springboard story has an impact not so much through transferring large amounts of information, as through catalyzing understanding. Lesen Sie die erste Seite
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A springboard story has an impact not so much through transferring large amounts of information, as through catalyzing understanding. Lesen Sie die erste Seite
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7 von 9 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
In diesem Buch geht es um Geschichtenerzählen. Sicher bringt man hier als erstes die Kindheit mit ins Spiel. Aber weit gefehlt, hier geht es um normales Business. Man kann die Möglichkeit des Geschichtenerzählens auch in Geschäft einsetzten. Und ich möchte noch weiter gehen als Steve Dennings, denn ich denke nicht nur für Organisationen ist es wichtig durch diese einfache Methode Informationen und Erfahrungen auszutauschen, sondern auch jeder einzelne kann persönlich diese Tips verwenden um von sich zu erzählen oder seine Geschichten einfach aufzuschreiben. Ja wenn man die Gedanken weiter sausen lässt so kommt doch der Gedanke des Tagebuchs wieder hervor. Wirklich sehr zu empfehlen dieses Buch und ich denke das Anwendungsgebiet ist so gross, dass man sich wirklich eines aussuchen kann. Wo hat meine Geschichte seinen Platz. Steve hilft uns hier etwas strukturiert vorzugehen und teilt uns seine Erfahrungen mit. Viel Spass beim Lesen!
1 von 1 Kunden fanden die folgende Rezension hilfreich
Format:Taschenbuch
I learned about this book after hearing author Steve Denning describe how he used story telling to inspire the World Bank to make knowledge management and sharing with clients a central part of its business model. Captivated by his powerful story, I wanted to learn more. I started by reading The Leader's Guide to Storytelling, which every leader should read and apply. That's a great book.
I noted at the back of the book that Mr. Denning offered to start conversations with his readers about storytelling. I quickly crafted a first attempt at a Springboard story and sent it to him by e-mail. I was delighted when Mr. Denning took the time to thoughtfully consider my story and raise questions to help me improve the story. From his questions, it was clear that I didn't really understand yet what a Springboard story is.
One of his suggestions was that I consider writing a book like The Springboard, so naturally I had to read this book next. Before completing the book, I found myself with a much more thorough understanding of Springboard stories and how to use stories to launch and achieve organizational change. If I had read The Springboard before crafting the first draft of my Springboard story, I could have avoided many of the errors he so kindly and gently pointed out to me. While The Leader's Guide to Storytelling has all of the elements about Springboard stories in it (along with many other types of essential stories that leaders need to tell), you need more context to appreciate what a Springboard story is. The Springboard gives you that context.
I highly recommend that you read The Springboard, and that you read it before you read The Leader's Guide to Storytelling. You'll make faster progress if you do.
The book has many valuable sides. You learn why stories work well both in terms of how listeners respond to them and the ways in which stories better capture reality than linear, abstract data. You also learn to craft a Springboard story and replace that story as your organization's performance improves in the Springboard subject area. That was one of the important lessons I had missed. My subject for the Springboard story is encouraging people to create 2,000 percent solutions. Yet that activity has gone so far that I need to describe it differently than I did when I first began talking about the subject in the 1990s. I need to build on where it is today as a mainstream activity creating billions in value and improving millions of lives around the world, rather than as the hope for the future based on limited experience that I originally used to describe it.
For most leaders, this book will teach you more about effective leadership than most MBA programs will. Don't miss it!
Here's why. In most organizations, the leader finds it hard to get anyone to do anything differently. The best method is for people to decide that they like the change and want to spearhead it themselves as though they thought of it first. A Springboard story is one of the very few methods for creating that psychological reality. Otherwise, you have to follow the advice of all those management theorists who tell you to hide innovation and change on the periphery and simply repeat yourself constantly hoping someone will eventually get the idea.
If you have to choose between reading Leading Change and The Springboard, take The Springboard.
If you are involved in knowledge management, this book has a second benefit. It describes successful ways of dealing with the many challenges of defining, creating interest in and delivering a helpful knowledge management process into a large organization.
As you read this book, realize that Mr. Denning is describing a special kind of story telling that isn't like what you are used to hearing around the campfire. Think of these stories as more like mini-cases in 50 words or less that point out an advantage that the hearer can quickly appreciate and seize. Once captured in the listener's mind, the listener then fills in the details in a way that makes the idea the listener's own. In this sense, storytelling isn't far removed from the psychology of subliminal suggestions . . . except that there's no subterfuge with these stories.
I noted at the back of the book that Mr. Denning offered to start conversations with his readers about storytelling. I quickly crafted a first attempt at a Springboard story and sent it to him by e-mail. I was delighted when Mr. Denning took the time to thoughtfully consider my story and raise questions to help me improve the story. From his questions, it was clear that I didn't really understand yet what a Springboard story is.
One of his suggestions was that I consider writing a book like The Springboard, so naturally I had to read this book next. Before completing the book, I found myself with a much more thorough understanding of Springboard stories and how to use stories to launch and achieve organizational change. If I had read The Springboard before crafting the first draft of my Springboard story, I could have avoided many of the errors he so kindly and gently pointed out to me. While The Leader's Guide to Storytelling has all of the elements about Springboard stories in it (along with many other types of essential stories that leaders need to tell), you need more context to appreciate what a Springboard story is. The Springboard gives you that context.
I highly recommend that you read The Springboard, and that you read it before you read The Leader's Guide to Storytelling. You'll make faster progress if you do.
The book has many valuable sides. You learn why stories work well both in terms of how listeners respond to them and the ways in which stories better capture reality than linear, abstract data. You also learn to craft a Springboard story and replace that story as your organization's performance improves in the Springboard subject area. That was one of the important lessons I had missed. My subject for the Springboard story is encouraging people to create 2,000 percent solutions. Yet that activity has gone so far that I need to describe it differently than I did when I first began talking about the subject in the 1990s. I need to build on where it is today as a mainstream activity creating billions in value and improving millions of lives around the world, rather than as the hope for the future based on limited experience that I originally used to describe it.
For most leaders, this book will teach you more about effective leadership than most MBA programs will. Don't miss it!
Here's why. In most organizations, the leader finds it hard to get anyone to do anything differently. The best method is for people to decide that they like the change and want to spearhead it themselves as though they thought of it first. A Springboard story is one of the very few methods for creating that psychological reality. Otherwise, you have to follow the advice of all those management theorists who tell you to hide innovation and change on the periphery and simply repeat yourself constantly hoping someone will eventually get the idea.
If you have to choose between reading Leading Change and The Springboard, take The Springboard.
If you are involved in knowledge management, this book has a second benefit. It describes successful ways of dealing with the many challenges of defining, creating interest in and delivering a helpful knowledge management process into a large organization.
As you read this book, realize that Mr. Denning is describing a special kind of story telling that isn't like what you are used to hearing around the campfire. Think of these stories as more like mini-cases in 50 words or less that point out an advantage that the hearer can quickly appreciate and seize. Once captured in the listener's mind, the listener then fills in the details in a way that makes the idea the listener's own. In this sense, storytelling isn't far removed from the psychology of subliminal suggestions . . . except that there's no subterfuge with these stories.
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45 von 46 Kunden fanden die folgende Rezension hilfreich
Richly Rewards Patience--LISTEN to the Story He Tells
10. Oktober 2002
Format:Taschenbuch|Von Amazon bestätigter Kauf
If you are impatient, narrow-minded, and opinionated (or overly enamored of your own opinion), don't buy this book. I bought it and eventually read it because someone I respect very much recommended it. I would not have bought it at my own initiative, and part of the my purpose in writing this review is to persuade you to take a chance on this book, whose title, while accurate, may be off-putting to those that think they are serious, action-oriented, "just the facts" get on with it types.
The author has done something special here, and it is especially relevant to those of us on the bleeding edge of change in the information and intelligence industries, each trying to communicate extraordinarily complex and visionary ideas to the owners with money or the bureaucrats with power--neither of these groups being especially patient or visionary.
The book accomplished three things with me, and I am a very hard person to please: 1) it compellingly demonstrated the inadequacy of the industry standard briefing, consisting of complex slides with complex ideas outlined in excrutiating detail; 2) it demonstrated how a story-telling approach can accomplish two miracles: a) explain complex ideas in a visual short-hand that causes even the most jaded skeptic to "get it," and b) do this in such a way that the audience rather than the speaker "fills in the blanks" and in so doing becomes a stakeholder in the vision for change; and 3) finally, provides several useful appendices that will help anyone craft a "story" with an action-inducing effect.
The footnotes and bibliography are sufficient to make the point that this is not just a story, but a well-researched and well-documented real-world experience of great value to any gold-collar revolutionary struggling to overcome obstacles to reform.
32 von 33 Kunden fanden die folgende Rezension hilfreich
The Power of Emotional Engagement
14. Dezember 2002
Format:Taschenbuch
Think about it. Who are among the greatest storytellers throughout history? My own list includes Homer, Plato, Chaucer, Aesop, Jesus, Dante, Boccaccio, the brothers Grimm, Confucius, Abraham Lincoln, Hans Christian Andersen, and most recently, E.B. White. Whatever the genre (epic, parable, fable, allegory, anecdote, etc.), each used exposition, description, and narration to illustrate what they considered to be fundamental truths about the human condition. In this volume, Denning focuses on "how storytelling ignites action in knowledge-led organizations" and does so with uncommon erudition, precision, and eloquence.
His narrative covers a period of approximately three years during which he used what he calls "springboard" stories to "spark organizational change" at The World Bank. More specifically, to forge a consensus within that organization to support the design and then implementation of effective knowledge management, first for itself and then for its clients worldwide. How he accomplished that objective is in and of itself a fascinating "story" but the book's greater value lies in what he learned in process, lessons which are directly relevant to virtually all other organizations (regardless of size or nature) which struggle to "do more with less and do it faster" in the so-called Age of Information. Maximizing use of their collective intellectual capital is most often the single most effective way to do that.
There are several reasons why this book impressed me so much. Here are three. First, Denning allows his reader to accompany him during the process by which he eventually overcame rigorous but subtle internal opposition to what was perceived to be a threat to the status quo at The World Bank. Second, he shares with his reader the profoundly important realization -- well along during the process -- that he needed to use a "springboard" story to win over his opposition. That is to say, practice what he had been preaching but without (until then) much success. Finally, he provides just about anything his reader needs to know inorder to use storytelling to achieve the same objectives within her or his own organization: forge a consensus of support, design and implement an internal information management program, and then extend participation and benefits to all other stakeholders, especially customers or clients as well as strategic partners.
The comprehensive narrative (which really increases in pace and impact after Denning's "profoundly important realization") is supplemented by six appendices: Elements for Developing the Springboard Story, Some Elements for using Visual Aids in Storytelling, Elements for Performing the Springboard Story, Building Up the Springboard Story: Four Different Structures, Examples of Springboard Stories, and finally, a Knowledge Management Chart. The Bibliography which follows is brief but more than adequate. The footnotes are conveniently provided within each chapter to facilitate correlation with Denning's text and indicate the nature and extent of his erudition.
Although Denning could probably hold his own during a workshop conducted within the highest of ivory towers, I value even more (much more) his immensely practical approach to accommodating all manner of realities such as the aforementioned opposition to his efforts within The World Bank and the importance of telling the appropriate "springboard" story to an external audience. For example, the same story which was enthusiastically received by his audience in London was met with polite silence soon thereafter by another audience in Bern.
In this review, I have only begun to indicate the nature and extent of the invaluable wisdom and practical advice which Denning provides. Why Five Stars? Because a higher rating is not available.
For whatever reasons, only in recent years has there been an awareness and appreciation of the importance of the business narrative. Those who share my high regard for this book are urged to check out Annette Simmons' The Story Factor, Doug Lipman's Improving Your Storytelling, and Storytelling in Organizations co-authored by John Seely Brown, Denning, Katarina Groh, and Laurence Prusak.
His narrative covers a period of approximately three years during which he used what he calls "springboard" stories to "spark organizational change" at The World Bank. More specifically, to forge a consensus within that organization to support the design and then implementation of effective knowledge management, first for itself and then for its clients worldwide. How he accomplished that objective is in and of itself a fascinating "story" but the book's greater value lies in what he learned in process, lessons which are directly relevant to virtually all other organizations (regardless of size or nature) which struggle to "do more with less and do it faster" in the so-called Age of Information. Maximizing use of their collective intellectual capital is most often the single most effective way to do that.
There are several reasons why this book impressed me so much. Here are three. First, Denning allows his reader to accompany him during the process by which he eventually overcame rigorous but subtle internal opposition to what was perceived to be a threat to the status quo at The World Bank. Second, he shares with his reader the profoundly important realization -- well along during the process -- that he needed to use a "springboard" story to win over his opposition. That is to say, practice what he had been preaching but without (until then) much success. Finally, he provides just about anything his reader needs to know inorder to use storytelling to achieve the same objectives within her or his own organization: forge a consensus of support, design and implement an internal information management program, and then extend participation and benefits to all other stakeholders, especially customers or clients as well as strategic partners.
The comprehensive narrative (which really increases in pace and impact after Denning's "profoundly important realization") is supplemented by six appendices: Elements for Developing the Springboard Story, Some Elements for using Visual Aids in Storytelling, Elements for Performing the Springboard Story, Building Up the Springboard Story: Four Different Structures, Examples of Springboard Stories, and finally, a Knowledge Management Chart. The Bibliography which follows is brief but more than adequate. The footnotes are conveniently provided within each chapter to facilitate correlation with Denning's text and indicate the nature and extent of his erudition.
Although Denning could probably hold his own during a workshop conducted within the highest of ivory towers, I value even more (much more) his immensely practical approach to accommodating all manner of realities such as the aforementioned opposition to his efforts within The World Bank and the importance of telling the appropriate "springboard" story to an external audience. For example, the same story which was enthusiastically received by his audience in London was met with polite silence soon thereafter by another audience in Bern.
In this review, I have only begun to indicate the nature and extent of the invaluable wisdom and practical advice which Denning provides. Why Five Stars? Because a higher rating is not available.
For whatever reasons, only in recent years has there been an awareness and appreciation of the importance of the business narrative. Those who share my high regard for this book are urged to check out Annette Simmons' The Story Factor, Doug Lipman's Improving Your Storytelling, and Storytelling in Organizations co-authored by John Seely Brown, Denning, Katarina Groh, and Laurence Prusak.
28 von 33 Kunden fanden die folgende Rezension hilfreich
The missing link in business communication
13. April 2001
Format:Taschenbuch
The reason that The Springboard is such an important book is that the story it tells of business transformation at the World Bank deals with the missing link in the knowledge communication chain between knowledge transmitters (teachers) and knowledge receivers (learners). The link has been missing since computers made hyper-access to information possible without making it hyper-easy to assimilate. (Many would say that computer accessed information is actually more difficult to assimilate, than traditional books and journals.)
One of the many virtues of The Springboard is that it practices what it preaches. Nearly everything is communicated as a story. It is the story of Stephen Denning's personal odyssey as he recounts in slightly bemused wonderment how his discovery of storytelling forged a vital link in the knowledge communication chain at the World Bank, fostering many new enduring, cross-functional communities of practice. It is written, as all stories should be, in a way that makes the reader want to know what happened next.
Stories permit listeners to suspend belief - enter the realm of the make believe - for a period of time, enabling them to assimilate and resonate with new stories, instead of having first to judge the truth of what they are being told, according to personal principles and beliefs about what is true or false, or right or wrong.
The power of storytelling begins with the invitation to imagine. This invitation is so much more alluring than the prospect of being told what to believe. A well-told story is never an effort to understand. Rather, it is a pleasure to follow and to discover its meaning.
In Stephen Denning's words, "When a springboard story does its job, the listeners' minds race ahead, to imagine the further implications of elaborating the same idea in different contexts, more intimately known to the listeners. In this way, through extrapolation from the narrative, the re-creation of the change idea can be successfully brought to birth, with the concept of it planted in listeners' minds, not as a vague, abstract inert thing, but an idea that is pulsing, kicking, breathing, exciting - and alive".
Stephen Denning is to be roundly applauded for re-opening the book on storytelling as being at the rightful centre of human communication, knowledge transfer and consequent decision making. His Springboard story is a very specific story-form, honed to be effective in the context of 21st century organisational change.
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