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TOP 500 REZENSENTam 26. November 2005
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.
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am 28. November 2001
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!
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