The four stages of life story telling, each of which will be explained in more detail in future postings, are:
• Stage 1 : 「起」(Progress to Date)
• Stage 2 : 「承」(Reasons for Change – the call)
• Stage 3 : 「轉」(Change Initiatives/paradigm shift)
• Stage 4 : 「合」(Future Action Plan)
As mentioned earlier, organisations can also use the story telling approach to implement participative management, as an enhancement to corporate planning.
Life story telling is powerful because it can link up /integrate:
• a person’s past, present (at Stages 1 & 2) with his future (at Stages 3 & 4)
• big, medium and small boundaries, of different dimensions e.g. geographic, networks, thoughts
• a person’s concurrent life paths [1] : private [2], career [3] and societal [4]
• a person’s relationships with God, people and himself
• top-down (from vision, mission, life goals) with bottom-up (self management, time management, short-term objectives) approaches
• rational thinking with feelings (mainly at Stage 2)
A story may be told the second time (and more times) by the same person so that he and the listeners can get more inspirations and learning. Because of individual differences, the same story may inspire different listeners differently. Supported by a suitable group culture, the Q & A process can be the most valuable part, contributing much to Stages 3 and 4.
In a story-based REST Group [5], each member’s future action plan (Stage 4) can also be steered and tracked through joint consultation.
Notes:
[1] A holistic view about life is : life > career > professions/trades > position/work/job
[2] Private life includes life in family, church and close personal networks
[3] A career path may consist of several professions and many positions and jobs
[4] A person’s societal life includes voluntary work, contributions to the society, etc; for an organization, her social responsibility actions
[5] R, E, S, T stand for renewal, empowerment, support network and transformation. Communications on running a story-based REST Group is welcome, with Dr Charles Lam (charles155@gmail.com)
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