Stories told in organisations are being used increasingly as a way of gaining greater insight into organisational culture, leadership and health. These insights should be considered when organisational change is needed to improve effectiveness. This paper examines a method that combines data collection through a story elicitation process with intervention design that promotes change and learning within organisations. In this paper, we describe these processes in detail with a step‐by‐step account of how the authors implemented these processes in a research site. Our experience can act as a guide to other researchers undertaking similar projects. Evidence collected so far suggests that these processes can contribute to organisational change in an incremental way that engages people at various levels within an organisation.
[1]
Kathleen Margaret O'Toole.
Retaining Knowledge through Organizational Action
,
2004
.
[2]
Ortrun Zuber-Skerritt,et al.
Action learning and action research: paradigm, praxis and programs
,
2001
.
[3]
K. Weick,et al.
Organizational change and development.
,
1999,
Annual review of psychology.
[4]
Markus Themessl-Huber,et al.
The cyclical process of action research
,
2007
.
[5]
Donald A. Schön,et al.
Organizational Learning: A Theory Of Action Perspective
,
1978
.
[6]
Phil Johnson,et al.
Understanding Management Research
,
2000
.
[7]
J. Turner,et al.
社会学理论的结构 = The Structure of Sociological Theory
,
1975
.