Rohny Saylors

Storytelling Diamond An Antenarrative Integration of the Six Facets of Storytelling in Organization Research Design

In the two decades since storytelling was called the “sensemaking currency of organizations,” storytelling scholarship has employed a wide variety of research methods. The storytelling diamond model introduced here offers a map of this paradigmatic terrain based on wider social science ontological, epistemological, and methodological (both quantitative and qualitative) considerations. The model is beneficial for both researchers and reviewers as they plan for and assess the quality and defensibility of storytelling research designs. The main paradigms considered in the storytelling diamond model are narrativist, living story, materialist, interpretivist, abstractionist, and practice all as integrated by the antenarrative process.

Using Storytelling Theatrics for Leadership Training

The Problem How can leaders learn to use power in ways that minimize oppression and resistance, and instead are more liberating? As perceived oppression leads to resistance, leaders who are untrained in these power dynamics may enact oppressive behaviors and trigger resistance without awareness or intention to do so. The Solution This article describes a leadership training process we call storytelling theatrics. These storytelling theatrics formats explore power dynamics in multi-voiced scenarios that incorporate many perspectives. This method gives participants a voice in their own learning and creates actors instead of auditors. It brings hidden sources of oppression to center stage, to fully explore more liberating possibilities for both followers and leaders. Leaders can minimize repression and resistance if they understand, uncover, and confront these expressions of power. The Stakeholders Organizational leaders as well as their followers are stakeholders in this embodied theatrical training. This intervention creates benefit for both leaders and followers, because both are potentially oppressed by power dynamics.

Restorying a Hard Day’s Work

Abstract The chapter summarizes existing conceptualizations of emotional regulation and extends existing organizational behavior literature that focuses on emotional labor by the introduction of two processes new to the literature: emotional contagion exchange (ECX) and emotional restorying of labor. More specifically, emotional restorying may allow employees to cope with emotional contagion by converting surface-level acting to deep-level acting, in ways which benefit both employees and organizations. In explaining this process, this chapter constructs a model of multiple interplaying processes.

University sustainability and system ontology

This intervention study outlines the continuing journey of a university towards its sustainability potentiality. We introduce the importance of sustainable development and link it to our intervention study of potentiality for sustainability from a Heideggerian phenomenological perspective. Through a case study of sustainability at New Mexico State University, we provide an insight into the development of a new dimension of university sustainability interface. This interface exists in terms of a dialogic of sustainability, as it relates to the balancing of competing needs, such as efficiency, heart, and brand identity. An important aspect of this interface is intervention, highlighting new possibilities for the top administrators regarding the universitys goals and environmentalities. A qualitative and interpretive approach using ontological storytelling inquiry is employed. Data for the study were collected through in-depth interviews with university members from all hierarchical levels. This article raises interesting ontological issues for sustainability researchers, and has implications for strategy as practice.