This book has spelled out the specific, identifiable, measurable, trainable behaviors that can be used to achieve the goals of transformational leadership.
Notes
Preface
1 Deloitte Center for the Edge, 2009.
2 Friedman, 2010.
3 Hamel, 2009.
Introduction
1 Denning, 2000, p. 175.
2 Hearne, 1987, p. 5.
3 Christensen and Raynor, 2003, p. 7.
4 Campbell and Park, 2004.
5 Sirower, 1997.
6 Deloitte Center for the Edge, 2009.
7 Deloitte Center for the Edge, 2009.
8 Deloitte Center for the Edge, 2009.
9 Smith, 2004.
10 For samples from the period November 2003 to June 2004, see my Web site, http://www.stevedenning.com/Storytelling-in-the-News/default.aspx.
11 Kellaway, 2004.
12 McCloskey and Klamer, 1995.
13 For a similar use of this rhetorical device, see Hackman, 2004, p. xi.
14 Luthi, 1982.
15 Senge, 1990, p. 363.
16 Senge, 1990, pp. 10–11.
17 Senge, 1990, p. 11.
18 For example, see Ryan, 2004, and Green, Strange, and Brock, 2002.
19 Strawson, 2004; Charon, 2004.
20 Gabriel, 2000, p. 22.
21 Vincent, 2002, p. 58.
22 For example, see Polkinghorne, 1988, pp. 13–14.
23 This distinction between the internal and external aspects of a story is related to, but different from, the traditional distinction between diegetic and mimetic narration, which goes back to Plato's Republic and is discussed in Aristotle's Poetics. A diegetic narration is the verbal storytelling act of a narrator. A mimetic narration is an act of showing, or a spectacle. Each of these modes can intrude into a narration dominated by the other (see Ryan, 2004). While diegetic and mimetic narration are to a certain degree alternative modes of performing a story, the internal and external aspects of a story coexist: they are two different ways of looking at the same story.
24 Ryan, 2004, p. 15.
25 Denning, 2000.
Chapter One
1 Bateson, 1990, p. 34.
2 Orr, 1990.
3 Gardner, 1995; Tichy, 1998; Simmons, 2002.
4 Tyco, 2003, p. 7.
5 Tyco, 2003.
6 Tichy, 1998, p. 174.
7 I am indebted to Tony Quinlan, [email protected], for supplying me with the example.
8 Welch, 2001, pp. 3–4.
9 Tichy, 1998, pp. 172–188.
10 Block, 2002, p. 2.
11 “Nutty Tales,” 2004.
12 Mintzberg, 1973.
13 The only incremental cost is the cost of learning to talk more effectively. Since all human beings spontaneously learn how to tell stories from a young age, the process of upgrading adults' storytelling capacity happens very rapidly.
14 LaClair and Rao, 2002.
15 “The Top 100 Brands,” 2004.
16 Osborn and Ehninger, 1962.
17 Kouzes and Posner, 2003, p. 198.
18 Borgida and Nisbett, 1977; Zemke, 1990; Wilkens, 1983; Conger, 1991.
19 Martin and Power, 1982.
20 Hackman, 2004, pp. 236–237.
21 LaClair and Rao, 2002; Denning, 2000.
22 Hackman, 2004, p. 237.
Chapter Two
1 Strunk and White, 1979, p. 66.
2 Thomas and Turner, 1994, p. 3. Storytelling is a an ancient art, and many guides are available. In this chapter, I draw heavily from those parts of the conventional wisdom of storytelling that are of particular relevance to organizational settings, especially Doug Lipman's Improving Your Storytelling and Doug Stevenson's Never Be Boring Again. Likewise, in terms of adjusting the form of the story itself to the organizational setting, I draw heavily on William Strunk and E. B. White's classic Elements of Style and Francis-Noel Thomas and Mark Turner's brilliant Clear and Simple as the Truth.
3 Gerstner, 1995a.
4 Thomas and Turner, 1994, p. 41.
5 Thomas and Turner, 1994, pp. 38–39.
6 Thomas and Turner, 1994, p. 36.
7 Thomas and Turner, 1994, p. 57.
8 Thomas and Turner, 1994, p. 47.
9 Thomas and Turner, 1994, pp. 119–120.
10 Thomas and Turner, 1994, p. 14.
11 Thomas and Turner, 1994, p. 14.
12 Strunk and White, 1979, p. 15.
13 Mehrabian, 1971.
14 Hall, 2000.
15 Atkinson, 2005.
16 Kaiser, 1994.
17 Williams and Miller, 2002.
18 Nisbett, 2003.
Chapter Three
1 The conventional wisdom that the way to get people to change is by giving them a reason is reflected in John Kotter's Leading Change (1996). Kotter's later book, The Heart of Change (2002), continued the theme. The main difference between the two books is that in the later book, he recommends giving people better reasons, an approach that is no more likely to succeed than his earlier recommendation. In Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions (2006), Kotter wrote a business fable, implicitly embracing the power of storytelling.
2 Denning, 2000.
3 In 1999 the American Productivity and Quality Center selected the World Bank as one of its best practice organizations in knowledge management. In 2000 the Teleos group chose the World Bank as one of the world's Most Admired Knowledge Enterprises.
4 Mallaby, 2004, p. 415, note 19.
5 Tichy, 1998; Gardner, 2004; Kouzes and Posner, 2002; Heath and Heath, 2007; Simmons, 2000; Loehr, 2007.
6 Day and Jung, 2000.
7 The Titanic story is from Levine and others, 2000, p. 89.
8 This familiar way of looking at the world may be an illusion. True life may actually be a muddle, in which we may never get around to formulating clear goals, so we don't set out on any journey in which, after encountering obstacles along the way, we finally attain our goal. But no matter. This is how we tend to view the world. This is how we “story” the world. And so if you tell a story in this form, the audience will draw meaning from the deep psychological roots of the form. White, 1987.
9 Kim and Mauborgne, 2005.
10 Luthi, 1982, pp. 11–23.
11 Day and Jung, 2000.
12 Hollender and Fenichell, 2004, p. 47.
13 Kearney, 2002, p. 160.
14 Davenport and Beck, 2000.
Chapter Four
1 Dennett, 1999, p. 418.
2 Rothenberg, 2004.
3 The fractal nature of stories is exploited in the Thematic Apperception Test, which researchers use to assess managerial motivation (McClelland, 1985). The test consists of pictures of people in ambiguous situations. Participants are asked to construct a story about each picture. Because the stories reflect the person's daydreams and aspirations, they can be coded by the researcher to measure underlying needs for power, achievement, and motivation.
4 Dell and Freedman, 1999, p. 3.
5 Hornby, 2001.
6 Mandela, 1990.
7 Mandela, 1990.
8 Block, 2002, pp. 57–58.
9 “The Choice,” 2004.
10 As Dan McAdams says, “[Stories] create a shared history, linking people in time and event as actors, tellers and audience. The unfolding drama of life is revealed more by the telling than by the actual events told. Stories are not merely ‘chronicles,’ like a secretary's minutes of a meeting, written to report exactly what transpired and at what time. Stories are less about facts and more about meanings. In the subjective and embellished telling of the past, the past is constructed—history is made. History is judged to be true or false not solely with respect to its adherence to empirical fact. Rather it is judged with respect to such narrative criteria as ‘believability’ and ‘coherence’” (1993, p. 28). In asserting that identity is a narrative-based concept, I am parting company with theorists such as Erving Goffman (1959), who see identity
in terms of the groups or communities with whom one identifies. The groups and communities with whom you identify are a facet of your identity but not the whole story.
11 Gardner, 2004.
12 Roddick, 2001, p. 33.
13 Katz, 2004.
14 Oz, 2004, p. 23.
15 Taylor, 1991.
16 McAdams, 1993.
17 Maccoby, 2004.
18 Liu, 2004.
Chapter Five
1 Harvard Business Review, cover quotation, Apr. 2010.
2 Landor Associates, 2009.
3 Li, 2010, p. 1.
4 Li, 2010, pp. 231–233.
5 Schultz, 2010.
6 YouTube was created in February 2005 and now has around 120 million users, around a third of the U.S. population. Twenty hours of video are uploaded to YouTube every minute. Facebook is a social networking Web site launched in February 2004 with more than 500 million active users in July 2010. Facebook has more than 6 million page views per minute. Twitter was created in 2006 and now has around 105 million users. In mid-2010, there are around 65 million tweets per day. http://www.penn-olson.com/2010/08/02/15-mind-blowing-facts-about-the-internet-infographic/
7 Li and Bernoff, 2009.
8 Li, 2010, p. 85.
9 Vascellaro, 2010.
10 Ries and Ries, 2002, p. xvi.
11 In June 2010, Johnson & Johnson was facing a congressional investigation into ongoing quality issues with some of its over-the-counter medications: http://www.newsinferno.com/archives/20809.
12 Zyman, 1999, p. 58.
13 Johnson and Jones, 2004.
14 Bhargava, 2008, p. 2.
15 Bazaar, Aug. 2010, p. 113.
16 As of August 2010, www.yelp.com shows nineteen reviews with an average of rating of 3 (out of 5). Some customers were highly satisfied, while others were disappointed. The result is an average score.
17 Holt, 2004, pp. 65–93.
18 Landor Associates, 2009.
19 Conley, 2007, p. 144
20 Apple is open in some respects but not in others. Thus, Apple is notoriously open in the partnerships that it develops with firms that manufacture components of its products: its iPhones comprise components from a global catalogue of firms, including Epson, Sharp, Toshiba, and several German firms. But Apple is notoriously closed in dealing with its customers: there are no official blogs, and the dialogue on Facebook and Twitter is markedly one way—from Apple to the rest of the world. Apple can afford to be closed in with customers, because the combination of a charismatic CEO, brilliant designers, world-class products, and a brand that everyone loves is already generating a high-quality dialogue in the marketplace, without Apple having to be involved. So it has taken a strategic decision to monitor the dialog but not to be involved. Li, 2010, pp. 70–71.
21 Levine and others, 2000, p. 100.
22 Levine and others, 2000, p. 100.
23 George, 2003, p. x.
24 George, 2003.
25 Levine and others, 2000, pp. 99–101.
Chapter Six
1 Block, 2002.
2 MacIntyre, 1981, p. 2.
3 Smith, 2004, p. 1.
4 Smith, 2004, p. 1.
5 The position of Stalk and Lachenauer in their Harvard Business Review article of April 2004 is less nuanced than in the book they coauthored with John Butman, Hardball: Are You Playing to Play or Playing to Win? (2004). In the book, they continue to mock “corporate culture, coddling of customers, leadership, knowledge management, talent management and employee empowerment,” while noting that these are “extremely important issues” to be integrated into the overall strategy (p. 6). Since they don't formally retract the macho positions taken in the article, which remains emblematic of a whole school of thought in business, it is the article to which I will refer here.
6 Stalk and Lachenauer, 2004a, p. 64.
7 Mintzberg, 2004b, p. 152.
8 Holmes and Zellner, 2004.
9 Instrumental values can be less strenuous than conventional ethical values. The difference was highlighted in the testimony of Richard Clarke, the White House counterterrorism chief-turned-whistle-blower, before the 9/11 Commission on March 24, 2004. Clarke was asked to explain the apparent discrepancy between his positive account of the Bush administration's terrorism policy in 2002, when he was still employed by the White House, and his critical account of those same policies in his book Against All Enemies (2004). At the hearing, former Illinois governor James R. Thompson pressed Clarke, “Which is true?” Clarke, appearing unfazed by the apparent contradiction between his current criticism and previous praise, explained to Thompson, as if addressing a slow student, that he was, like every other loyal employee practicing instrumental values, highlighting the positive aspects of what the administration had done and minimizing the negative aspects. When Thompson questioned Clarke's morality, Clarke replied: “I don't think it's a question of morality at all; I think it's a question of politics” (Milbank, 2004, p. A01). Instrumental honesty is what we see in what Roger Schank calls “official stories” (quoted in Green, Strange, and Brock, 2002, p. 289).
10 Collins and Porras, 1994, pp. 46–79.
11 Hollender and Fenichell, 2004, pp. 51–58.
12 Zadek, 2004.
13 See, for instance, www.globalreporting.org, www.ceres.org, and www.one-report.com.
14 “Non-Financial Reporting,” 2004.
15 Hollender and Fenichell, 2004, p. 47.
16 Greenleaf, 1977.
17 McDonough and Braungart, 2002.
18 Gittell, 2003.
19 Hollender and Fenichell, 2004, pp. 106–120.
20 Vascellaro, 2010.
21 Sztompka, 1999, p. 5.
22 Roddick, 2001.
23 Hollender and Fenichell, 2004, pp. 211–230.
24 Hollender and Fenichell, 2004.
25 Chappell, 1993.
26 Bakan, 2004.
27 Martin, 2010.
28 Karen Dietz, personal communication, 2003.
29 Badaracco, 1997, pp. 97–103.
30 Block, 2002, p. 90.
31 Smith, 2004, p. 85.
32 Pillmore, 2003.
33 Tyco, 2003, p. 19.
34 Clark, 2004, pp. 65–66.
35 3M Worldwide, 2004
36 3M Worldwide, 2004. This is a somewhat edited version of the story that appears on the Web site.
37 Matthew 25:14–30.
38 Turner, 1996, p. 5.
39 Clark, 2004, p. 63.
40 Nietzsche, 1967, p. 281.
41 For a fuller discussion of incentives, see Pink, 2009.
Chapter Seven
1 Garfield, Spring, and Cahill, 1998, p. 13.
2 Hackman, 2004, pp. 51–54.
3 Wenger, 1998.
4 Wenger, McDermott, and Snyder, 2002, p. 43.
5 Hackman, 2004, p. 27.
6 Hackman, 2004, pp. 19–21.
7 Hackman, 2004, pp. 27–28.
8 Katzenbach and Smith, 1994, p. 66.
9 Katzenbach and Smith, 1994, p. 66.
10 Katzenbach and Smith, 1994, p. 66.
11 Senge, 1990, p. 13.
12 Hackman, 2004, pp. 13–14.
13 Katzenbach and Smith, 1994, p. 65.
14 Etzioni, 1996.
15 Katzenbach and Smith, 1994, p. 3.
16 Wenger, McDermott, and Snyder, 2002, p. 12.
17 Hackman, 2004, p. 213.
18 Wenger, McDermott, and Snyder, 2002, p. 12.
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