More thoughts about using digital story telling in workplace learning
Reissner (2011) offers an organisational lens in her work on the use of stories as powerful sense-making tools, which help staff bridge the gap between expectation and experience in organisations undergoing change. Reissner describes these organisational stories in similar language to Alexandra’s (2008) digital stories; they are often “fragments and incomplete.”
1. stories of “the good old days”
Organisational memory is important to capture and provides others the opportunity to make sense of the history of an organisation. These make great digital stories. Remember digital stories are hyper-short, only 1-2 minutes in length and can be fragments of a story.
2. stories of deception, taboo and silence
These stories may not be spoken about openly but they are likely to be discussed in cloakrooms, car parks and around the water cooler. They offer an indication of the temperature of the organisation and insight into OD work that needs to be done. They can also be used to create digital stories to inform internal training programmes and be part of a set of in-house resources to alert people to the types of behaviour that is unacceptable within the organisation.
These stories are often inspirational and demonstrate leadership. Ideal for induction programmes, leadership programmes and for using for engagement.
Alexandra D., (2008) Digital storytelling as transformative practice: Critical analysis and creative expression in the representation of migration in Ireland, Journal of Media Practice, 9:2, 101-112
Reissner S., (2011),”Patterns of stories of organisational change”, Journal of Organizational Change Management, Vol. 24 Iss 5 pp. 593 – 609