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Stories are always about change. Therefore, it makes sense to support change processes with narrative methods: When we think of change processes as stories, we need to know the starting point of each process well, i.e., the present state of the organization. This state also reveals a lot about the hidden aspects of the organization’s culture. Too many change processes are destined to fail because these latent, concealed attitudes and beliefs among employees remain unknown. A narrative change architecture can be built on this current state, and if a change story is told until its end, it can open and motivate employees for the intended change.
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go back to reference Boje, D. M. (2001). Narrative methods for organizational & communication research. London: Sage. CrossRef Boje, D. M. (2001). Narrative methods for organizational & communication research. London: Sage. CrossRef
go back to reference Boje, D. M. (2008). Storytelling organizations. London: Sage. Boje, D. M. (2008). Storytelling organizations. London: Sage.
- Narrative Change Architecture: Making Change Accessible
- Springer Berlin Heidelberg
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