Becoming a story-based learning organization isn't easy. It forces you to challenge what you assume to be true. It changes how organizations develop their strategy. Instead of deciding on a direction and then convincing people in communities to follow, we must listen and build relationships with people who care about the same problems. You define the agenda based on what they – the real experts closest to the problem – think the answers should be. And when the work is done, they take all the credit for themselves. You will be invisible, but because your work will be emotionally grounded in shared values, the people will sustain it and breathe a life and power into it that you could have only dreamed about, trying to do it all on your own.
This book also covers the technical methods of automating a lot of the work in listening to people. It is a field guide to complement storylearning.org, as well as a treatise on why it works.