Steven Sonsino

Towards a Hermeneutics of Narrative Identity: A Ricoeurian Framework for Exploring Narratives (and Narrators) of Strategy

With notable exceptions, the organization studies literature has tended to exclude a consideration of time from considerations of narrative identity. Building on the work of Ricoeur, and starting from the position that narrative identity is dynamic and rests on a temporal structure, it is suggested that narrative identity emerges from the poetic composition of one or many narrative texts. Drawing upon Ricoeurs conception of narrative identity, an analytic framework is developed and encompasses a dialectic where narrative is described as the path of character, and character as the path of narrative. Narrative identity, in conclusion, is a reflexive consideration of a characters ethical intentions: how a character aims to live a good life, with and for others, in just institutions. The paper suggests that there is value in developing a hermeneutics of narrative identity principally because the notion of narrative identity helps to clarify the relationship between character, plot, and ethics. In addition, the framework has value because it can be applied in the modest space of an organizational setting and to a collective or a community as well as to an individual. The limits of the framework are briefly explored and in closing the paper suggests ways of addressing the key questions that emerge from the study.

Dialogue: Leading With Emotion

While people can and do make rational, logical arguments about their actions and intentions, we are fundamentally driven by our emotions.

Debate: Taking Sides

Strategic conversation takes three forms — debate, discourse (or discussion) and dialogue — and the three tend to work in sequence in a programme of change.

Leadership Unplugged The Organization as a Nexus of Conversations

Senior executives cannot control organizations, but can only influence them and their identities through conversation with stakeholders.

Discussion: The Complexity of Change

Organizations are complex systems comprised of a medium sized number of intelligent individuals who act on the basis of local knowledge. None of these individuals can know the whole picture of what’s going on in and for the organization.

Discussion: Making Sense in Senseless Times

Leadership Unplugged sees senior executive behaviour as a mixture of sensegiving and sensemaking. Sensegiving in that senior executives should articulate their view of the future as best they can. Sensemaking in that the aim of senior executives is to help colleagues, subordinates and other stakeholders to make sense in their own way.

Debate, Discussion and Dialogue

Leadership Unplugged is a practical guide to the art and science of strategic conversation. It tells you clearly: 1. what should be on your leadership agenda 2. who should be in the conversation 3. and how to influence the people around you to bring the strategy to life.

What is Leadership Unplugged

Leadership Unplugged is a practical guide to the art and science of strategic conversation. It tells you clearly: 1. what should be on your leadership agenda 2. who should be in on the conversation 3. and how to influence the people around you to bring your strategy to life.

Debate: Communication Strategies

In the early phase of change, methods of opening up the debate and promoting a vision for the future are required — this is the telling phase of change.

Discussion: Leading Opinions

In discourse or discussion, the increasing number of people and groups to deal with makes it difficult to control the agenda and the content of strategic conversations.