Narrative coaching vancouver v2 2012 ed

Transformations

Bringing narrative Bringing narrative ideas to the workplaceideas to the workplace

Narrative coaching and Narrative coaching and consultingconsulting

Chené SwartChené SwartPierre Blanc-SahnounPierre Blanc-Sahnoun

Therapeutic Conversations XTherapeutic Conversations XVancouver, May 9th 2012Vancouver, May 9th 2012

TransformationsTransformations

Powerpoint vs poetryPowerpoint vs poetry


Preferred stories about workPreferred stories about work

• Chose something that you value in your work Chose something that you value in your work • Tell a real and recent story that happened in your job and Tell a real and recent story that happened in your job and

illustrates this somethingillustrates this something• What is it in this story that is particularly precious to you ?What is it in this story that is particularly precious to you ?• Are there any specific hopes, values, commitments, visions… Are there any specific hopes, values, commitments, visions…

relating to this ?relating to this ?• How did these hopes, values, etc. appear in your life ?How did these hopes, values, etc. appear in your life ?• Does this connect you to some beliefs, ideas of a community Does this connect you to some beliefs, ideas of a community

(family, religion, culture…) that you relate to ?(family, religion, culture…) that you relate to ?• What was it like for you to speak about these topics in relation What was it like for you to speak about these topics in relation

to work ?to work ?


Dominant stories about Dominant stories about workwork

• ……

Transformations

What you find in an What you find in an organization is very organization is very

strong dominant strong dominant ideasideas


about power and complianceabout power and compliance about competition and scarcityabout competition and scarcity about efficiency and about efficiency and

performance (=>speed)performance (=>speed) about profit for the shareholderabout profit for the shareholder about growthabout growth

Transformations

This is what we This is what we callcall

« the big « the big 5 »5 »


This discourse is very strong in This discourse is very strong in most private companies, but most private companies, but also public and health also public and health organizations. organizations.

It is dominant in most countries It is dominant in most countries about what a business / about what a business / profitable organization should profitable organization should bebe


In a lot of countries, In a lot of countries, subsidiaries form solidary subsidiaries form solidary work-communities, to work-communities, to protect their own skills, protect their own skills, knowledges and traditions knowledges and traditions about « work ».about « work ».

They develop a resistance They develop a resistance to the headquarters and to the headquarters and the shareholderthe shareholder


They set up very interesting They set up very interesting "passive" resistance strategies"passive" resistance strategies

These resistance initiatives are These resistance initiatives are pathologized as « resistance pathologized as « resistance to change » whereas they are to change » whereas they are honouring the preferred values honouring the preferred values and identities of the work-and identities of the work-communitiescommunities

Transformations

Narrative Narrative practices bring a practices bring a lot to lot to coaching coaching and consultingand consulting


narrative coaching gives back narrative coaching gives back common purpose to the common purpose to the organizations and restores the organizations and restores the relationship between people. relationship between people.

It helps them solve conflicts, build It helps them solve conflicts, build common cultures around really common cultures around really preferred values and hopespreferred values and hopes

it reverses the circulation way of it reverses the circulation way of the informationthe information

it links people’s lives and creates it links people’s lives and creates feedbackfeedback

Transformations

but it challenges the but it challenges the leaders on their leaders on their conception of conception of

management and management and leadershipleadership


the narrative coach has to deal the narrative coach has to deal endlessly with the enormous endlessly with the enormous pressure of these dominant storiespressure of these dominant stories

he might be « recruited » by the he might be « recruited » by the organization as a normalizing organization as a normalizing device, maintaining the executives device, maintaining the executives in the corporate conformityin the corporate conformity

this demands from him a very this demands from him a very high level of ethicshigh level of ethics


Lots of applications in the Lots of applications in the organisationsorganisations

• Individual coachingIndividual coaching• TrainingTraining• Team BuildingTeam Building• Diversity workDiversity work• Debriefing, facilitationDebriefing, facilitation• Change managementChange management• Conflict dissolutionConflict dissolution• Response to suicide and burnoutResponse to suicide and burnout• ……


SustainabilitySustainability

• GLOP : Group which Frees the Organizations from ProblemsGLOP : Group which Frees the Organizations from Problems• Individual preparationIndividual preparation• Not let the problem take overNot let the problem take over• Begin by preferred storiesBegin by preferred stories• Stay close to the intentions of the workStay close to the intentions of the work• Not be alone in preparing and facilitatingNot be alone in preparing and facilitating• Invent new ways to cooperate (economy)Invent new ways to cooperate (economy)• Respect narrative protocols : stories, images, metaphors, Respect narrative protocols : stories, images, metaphors,

valuesvalues• Document and recruit audiencesDocument and recruit audiences• Negociate with leaders and recruit them in the processNegociate with leaders and recruit them in the process• Decnstruct the stories about ownership of problemsDecnstruct the stories about ownership of problems• … … and much moreand much more


… … and what about you?and what about you?

• Ideas for your own context…Ideas for your own context…

• New possibilities…New possibilities…

• Take-outs…Take-outs…

• ……

Transformations

NarrativeNarrativeindividual individual coachingcoaching

Transformations

NarrativeNarrativeTrainingTraining


• Hello, I am your trainer… which means that you Hello, I am your trainer… which means that you are going to teach meare going to teach me

• What are your best stories about managementWhat are your best stories about management

• What is really important in this story that made What is really important in this story that made you chose it ? you chose it ?

• What kind of management values does this What kind of management values does this story designstory design

• What is in common between all your stories ? What is in common between all your stories ? And what is the most important ? And what is the most important ?


• StoriesStories• Common referentialCommon referential• Personal mapping on the referentialPersonal mapping on the referential• Outsider witnessingOutsider witnessing• (no action plans)(no action plans)

• Where am I living on this common country of managementWhere am I living on this common country of management• What is important for meWhat is important for me• How could I do more of what is importantHow could I do more of what is important• Continue… ? Begin… ? Stop… ? Continue… ? Begin… ? Stop… ? • Who can help me ? Who can help me ? • What could try to prevent me to do that ? What could try to prevent me to do that ? • How will people see that I do this ?How will people see that I do this ?• What difference will it make in my work? What difference will it make in my work? • What is the value of this difference for me ? What is the value of this difference for me ?

Transformations

NarrativeNarrativeTeam buildingTeam building


• Merry Christmas !

• People connected by storiesPeople connected by stories

• All the work communities are confronted to the same All the work communities are confronted to the same types of challenges: belonging or not belonging, types of challenges: belonging or not belonging, inclusion and exclusion, leadership, sharing of the inclusion and exclusion, leadership, sharing of the resources, conflicts resolution and violence managementresources, conflicts resolution and violence management

• From a story about difference to a story about From a story about difference to a story about resemblance (20 % - 100 %)resemblance (20 % - 100 %)


• X Healthcare France : 2 brands in drugstores, one of footcare, one X Healthcare France : 2 brands in drugstores, one of footcare, one of sexual protectionof sexual protection

• Small and very specialized compared to the industry leaders (hulks)Small and very specialized compared to the industry leaders (hulks)• Strong competition on the market and major crisis in EuropeStrong competition on the market and major crisis in Europe• Demands from the shareholderDemands from the shareholder• « baby blues » and disorientation : who are we ? Where to go now ? « baby blues » and disorientation : who are we ? Where to go now ?

What strategy to cope with the crisis ?What strategy to cope with the crisis ?• Used to be the good pupil of the company and winning award team Used to be the good pupil of the company and winning award team

but the results are collapsingbut the results are collapsing

The story of SSL Healthcare


1.1. Drawing your teamDrawing your team

2.2. Visiting the exhibitionVisiting the exhibition

3.3. Discussing what’s important and building a common Discussing what’s important and building a common visionvision



But…But…

• You have a long story of success and being an You have a long story of success and being an award-winning team.award-winning team.

• Can you tell me stories about this period ? Can you tell me stories about this period ?

• How did you do this ? On what skills or ideas did How did you do this ? On what skills or ideas did you rely to achieve this ? you rely to achieve this ?



« We are elves »« We are elves »

• We are not warriors, we are elves, we are nimble. We are small but nimble, we like to We are not warriors, we are elves, we are nimble. We are small but nimble, we like to move and change, we praise playful challenges. We like to change, to think about move and change, we praise playful challenges. We like to change, to think about ptoblems and elaborate solutions. ptoblems and elaborate solutions. We are sensitive people and emotion is We are sensitive people and emotion is something we value, even if one of us says that we should beware of too much something we value, even if one of us says that we should beware of too much emotion that could paralyde our capacity to move on. emotion that could paralyde our capacity to move on.

• We had to accept a loss and we weren’t aware of it, we will never be « big, We had to accept a loss and we weren’t aware of it, we will never be « big, free and wealthy » at the same time. We had to give up on it. We want a free and wealthy » at the same time. We had to give up on it. We want a plauful and inspiring challenge, to realize our ambitions in the respect of our plauful and inspiring challenge, to realize our ambitions in the respect of our human values, trust, exemplarity, courage et equity. human values, trust, exemplarity, courage et equity. Instead of getting big quickly, Instead of getting big quickly, we decided to be everywhere quickly and to increase our brands’ presence. we decided to be everywhere quickly and to increase our brands’ presence.

• We invented a name for that, the « Everywhereness ». It is a balance between what We invented a name for that, the « Everywhereness ». It is a balance between what seems acceptable for out shareholders and what’s ausing and interesting for us.seems acceptable for out shareholders and what’s ausing and interesting for us.

• Engage with our teams in « Everywhereness » allows us to unite ourselves and to lead Engage with our teams in « Everywhereness » allows us to unite ourselves and to lead our teams under a common banner. our teams under a common banner.

This text is a patchwork realized from your own words, images and sentences that you used during this workshop to talk about your values, projects and identity.



– what difference could it make in the life of what difference could it make in the life of your team, or your company? your team, or your company?

– What kind of projects or initiatives could show What kind of projects or initiatives could show that you have developed this new that you have developed this new understanding of your preferred way of understanding of your preferred way of working?working?

– If you could draw the difference, or the new If you could draw the difference, or the new possibilities, or your team reconnected with its possibilities, or your team reconnected with its preferred values and practices, what would preferred values and practices, what would this drawing look like?this drawing look like?


Transformations



Applications of the tree of life in the Applications of the tree of life in the organizationsorganizations

With permission of Dina Scherrer

Inspired from Ncazelo Ncube (REPPSI) and David Denborough

Transformations

NarrativeNarrativeChange Change

managementmanagement


In a lot of countries, subsidiaries or local teams form In a lot of countries, subsidiaries or local teams form solidary work-communities, to protect and sustain their solidary work-communities, to protect and sustain their own skills, knowledges and traditions about « work »own skills, knowledges and traditions about « work »

They develop a resistance to the hedquarters and the They develop a resistance to the hedquarters and the shareholdershareholder

They set up very interesting "passive" resistance They set up very interesting "passive" resistance strategiesstrategies

These resistance initiatives are pathologized as These resistance initiatives are pathologized as « resistance to change » whereas they are honouring « resistance to change » whereas they are honouring the preferred values and identities of the work-the preferred values and identities of the work-communitiescommunities

Coaches are requested to « tackle » or « suppress » this Coaches are requested to « tackle » or « suppress » this resistanceresistance

There is a corporate belief that « change is good, There is a corporate belief that « change is good, resistance is bad »resistance is bad »


What would you decideWhat would you decide

if it was if it was

your company your company

and your money ?and your money ?

The story of Pages jaunes


What is working well in your job in the DSI since What is working well in your job in the DSI since the reorganization and what should be the reorganization and what should be changed?changed?

What sustains you in your work at the present What sustains you in your work at the present time?time?

What are the values, practices, ideas that help What are the values, practices, ideas that help you the more when confronted to a problem?you the more when confronted to a problem?

Please, tell recent stories from the real life in Please, tell recent stories from the real life in illustration of these points…illustration of these points…

Then, please express your common vision Then, please express your common vision under any form that seem relevant to youunder any form that seem relevant to you



… … All this rests on the professional All this rests on the professional conscience and on the good will. We conscience and on the good will. We hope that this text will be able to make hope that this text will be able to make our managers become aware of our our managers become aware of our problems and our efforts and to the problems and our efforts and to the direction of Yellow Pages. We also direction of Yellow Pages. We also hope that he/it will be able to serve to hope that he/it will be able to serve to other people of the DSI that will be other people of the DSI that will be able to meet of it. We wish that all our able to meet of it. We wish that all our invisible work is recognized and invisible work is recognized and rewarded. For some among us, if they rewarded. For some among us, if they continue to make some efforts, it is for continue to make some efforts, it is for their personal satisfaction, for the taste their personal satisfaction, for the taste of work makes well, but they don't wait of work makes well, but they don't wait anymore for recognition of the anymore for recognition of the enterprise. The most pessimistic think enterprise. The most pessimistic think that the ways to get round and to work that the ways to get round and to work nevertheless that we exposed above nevertheless that we exposed above arrange the Direction well because arrange the Direction well because they limit the damages of the they limit the damages of the reorganization. But for a lot of other, reorganization. But for a lot of other, our attachment to Yellow Pages made our attachment to Yellow Pages made us hope that the reports and the us hope that the reports and the suggestions that we expose in this text suggestions that we expose in this text and that we elaborated during the and that we elaborated during the seminary will be able to contribute to seminary will be able to contribute to make change the things.make change the things.

« A footing with « A footing with ski shoes… »ski shoes… »


Transformations

In the beginning we had the hope In the beginning we had the hope To make our histories hearedTo make our histories heared

But locked under this lid But locked under this lid Our ideas remain in jailOur ideas remain in jail

But retained behind this wall But retained behind this wall Our voice is only a whisperOur voice is only a whisperYet we still have the pride Yet we still have the pride

Of our teams, of our professions Of our teams, of our professions But living too long in the desertBut living too long in the desert

Made us a little bitter Made us a little bitter And if we don't drop itAnd if we don't drop it

It is that we know how to trick and It is that we know how to trick and smugglesmuggle

And to open new paths And to open new paths Even though they are clandestineEven though they are clandestine

To take in hand our future To take in hand our future We need confidence We need confidence To pass our distrust To pass our distrust

That one recognizes our fractureThat one recognizes our fractureAnd we want a voiceAnd we want a voice

To gather on the same groundTo gather on the same groundPH, DOP, MOS and SOL.PH, DOP, MOS and SOL.

And we want a voiceAnd we want a voiceTo gather on the same groundTo gather on the same ground

PH, DOP, MOS and SOL.PH, DOP, MOS and SOL.


Transformations

ConflictConflictDissolutionDissolution


• what are the effects of the conflict? what are the effects of the conflict? • what did the conflict not manage to destroy? what did the conflict not manage to destroy? • how is this possible?how is this possible?• what important things does this conflict destroy what important things does this conflict destroy

or prevent to exist? or prevent to exist? • how to recover and amplify this? how to recover and amplify this?

1.1. Acceptation of the coachingAcceptation of the coaching2.2. Individual interviewIndividual interview3.3. DocumentationDocumentation4.4. Common interview about the documentation Common interview about the documentation

with outsider witnesswith outsider witness5.5. InitiativesInitiatives6.6. Follow upFollow up


Narrative response to suicide Narrative response to suicide and burnoutand burnout

http://www.dulwichcentre.com.au/explorations-2009-1-pierre-blanc-sahnoun.pdf


Individual conversationsIndividual conversations

• When were you informed of Jean‐Louis Marquis’ suicide? Could you tell When were you informed of Jean‐Louis Marquis’ suicide? Could you tell me exactly what happened, what you thought and felt, the opinions you me exactly what happened, what you thought and felt, the opinions you had on this subject?had on this subject?

• How has this suicide affected you? Your relations with your colleagues? How has this suicide affected you? Your relations with your colleagues? Maybe your morale or self‐image? What you think about this company? Maybe your morale or self‐image? What you think about this company? Your view of work or life in general?Your view of work or life in general?

• Do you think the impact is mostly negative or is there something Do you think the impact is mostly negative or is there something positive? Or a bit of both?positive? Or a bit of both?

• What experiences or ideas have allowed you to put things into What experiences or ideas have allowed you to put things into perspective, to reduce the effects of this suicide on the various areas perspective, to reduce the effects of this suicide on the various areas you spoke about?you spoke about?

• Did anyone in particular help you by his/her presence, teachings, words, Did anyone in particular help you by his/her presence, teachings, words, or ideas to deal with the impact of this suicide on your life?or ideas to deal with the impact of this suicide on your life?

• Would you mind telling me a bit more about these experiences and your Would you mind telling me a bit more about these experiences and your ideas on suicide and death – in particular, how you acquired them or ideas on suicide and death – in particular, how you acquired them or whether they correspond to the culture of your family or a community whether they correspond to the culture of your family or a community (religious, ethnic ...) to which you belong?(religious, ethnic ...) to which you belong?


Definitional ceremonyDefinitional ceremony

• Employees would be free to speak, if they so desired, or remain silent; the Employees would be free to speak, if they so desired, or remain silent; the very fact of their attendance already constituting a tribute to the memory of very fact of their attendance already constituting a tribute to the memory of their colleague,their colleague,

• The objective of the meeting was to talk about Jean‐Louis Marquis, not their The objective of the meeting was to talk about Jean‐Louis Marquis, not their own ‘trauma’, or the company specifically.own ‘trauma’, or the company specifically.

Drawing on the outsider‐witness/definitional ceremony map (White, 2007), Drawing on the outsider‐witness/definitional ceremony map (White, 2007), I proposed the following points to employees for their thoughts:I proposed the following points to employees for their thoughts:

• What image of him remained with them?What image of him remained with them?

• Tell a story to illustrate this image and share it.Tell a story to illustrate this image and share it.

• Describe where the speaker was today, what ideas he/she had in relation to Describe where the speaker was today, what ideas he/she had in relation to this colleague’s suicide, and how these ideas potentially affected his/her this colleague’s suicide, and how these ideas potentially affected his/her professional activities and personal life.professional activities and personal life.

• What he/she learned as a lesson or adopted as a resolution for the future.What he/she learned as a lesson or adopted as a resolution for the future.

Transformations

Narrative coaching vancouver v2 2012 ed

Business

Transcript of Narrative coaching vancouver v2 2012 ed