Summary of implications for story-practitioners, project evaluators and organisations
| Implications about story work in organisational change | Implications about evaluation frameworks, strategies or techniques | |
|---|---|---|
| Story-practitioners | Access and utilise evidence to demonstrate the variety of impacts that can be generated through story work Utilise cases examples to demonstrate the value, richness and possible application areas of story work | Clearly define own evaluation “toolkit” as a flexible menu of options, which might include formal methodologies (as required by clients) as well as adapted techniques (such as MSC) Negotiate the evaluation framework and techniques with the project owners – to fit their particular outcomes as well as their requirements |
| Project evaluators | Position story work as a way to inform the strategic planning, monitoring and evaluation of strategic change programmes – notice the who, what, why, when elements of the story construction to identify issues or ideas Collect and analyse a variety of stories (e.g. from different stakeholders) at the various stages of the project process (e.g. design, delivery, decision-gates, evaluation) – story listening and recording processes will be important | Involve different parts of the organisation at the evaluation stage to be able to make sense of alternative stories as data/evidence for (1) progression or change and (2) deliverables, impacts and outcomes Involve partner organisations where possible in the original project to improve the reach and impact of workplace projects at the outset Adopt MSC-informed questions to enable deeper levels of evidence to emerge |
| Organisations (e.g. health or social care) | Position story work as a way to inform and evaluate strategic commitments to service improvement – notice the who, what, why, when elements of the story construction to identify issues or ideas Engage stakeholders across the organisation by capturing their stories, and telling them in planning and feedback contexts rather than being confined to managers or PR Establish story generation mechanisms across the organisation and establish links to teams and managers – and develop skills in noticing story elements (e.g. storyline, characters, actors, transition stages and morals) (see Wall and Rossetti, 2013) | Utilise real client stories to enrich and “humanise” planning and strategy formulation processes – the story Establish story curation (collection and display) mechanisms across the organisation to make evaluation a part of a culture Incorporate partnership working and knowledge sharing around aspects of cultural change in an organisation |
| Implications about story work in organisational change | Implications about evaluation frameworks, strategies or techniques | |
|---|---|---|
| Story-practitioners | Access and utilise evidence to demonstrate the variety of impacts that can be generated through story work | Clearly define own evaluation “toolkit” as a flexible menu of options, which might include formal methodologies (as required by clients) as well as adapted techniques (such as MSC) |
| Project evaluators | Position story work as a way to inform the strategic planning, monitoring and evaluation of strategic change programmes – notice the who, what, why, when elements of the story construction to identify issues or ideas | Involve different parts of the organisation at the evaluation stage to be able to make sense of alternative stories as data/evidence for (1) progression or change and (2) deliverables, impacts and outcomes |
| Organisations (e.g. health or social care) | Position story work as a way to inform and evaluate strategic commitments to service improvement – notice the who, what, why, when elements of the story construction to identify issues or ideas | Utilise real client stories to enrich and “humanise” planning and strategy formulation processes – the story |