| | |  | John Seely Brown | | Home » | | | | | | | Description: | | The fable has been a durable vehicle for imparting wisdom since ancient times, and in this tale about a former high-flying enterprise thats fallen on hard times-and just happens to be managed by squirrels-the form is deftly deployed by author Denning (The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations). The former World Bank executive turned consultant, whose client list includes General Electric, McDonalds and the U.S. Army, uses his extended parable not only to make this volume more lively than most business books, but also to emphasize his main point: that storytelling is a crucial tool for surmounting the challenges facing leaders today. "The ability to tell the right story at the right time is emerging as an essential leadership skill for coping with, and getting business results in, the turbulent world of the 21st century," he writes. Like many real companies, Dennings Squirrel Inc. must deal with a technological change in order to survive. In this case, the company must transform itself from a nut-burying firm to a nut-storing firm. The main squirrel in the apologue is Diana, a company exec who learns the basics of creating stories from a bartender at the local nectar tavern. Although written in a narrative form, Dennings book provides plenty of "pull-out" nuggets for quick reference as well as concise summaries at the end of each chapter. This book may not turn skeptics into believers, but it should ignite the intellectual curiosity of all who would like to learn more about the power of telling stories in the boardroom.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved. | | | Product Details: | | | Author:
| Stephen Denning | | Hardcover:
| 208 pages | | Publisher:
| Jossey-Bass | | Publication Date:
| June 10, 2004 | | ISBN:
| 0787973718 | | Package Length:
| 8.43 inches | | Package Width:
| 5.43 inches | | Package Height:
| 0.87 inches | | Package Weight:
| 0.4 pounds | | Average Customer Rating:
|  based on 6 reviews |
| | | | Customer Reviews: | |
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1 of 2 found the following review helpful:
 Engaging Hearts - Earning CommitmentSep 26, 2006
In "Squirrel Inc.: A Fable of Leadership through Storytelling" Stephen Denning describes, in the spirit of a fable about squirrels leading change at Squirrel, Inc., how to use stories to engage constituents and earn their commitment to change.
Leadership, both formal and informal, is about engaging hearts, convincing minds, and earning committed actions. While we linear, logical thinkers are more prone toward selling through convincing logic (aka, `data'), both emotional intelligence and marketing research suggest that people buy (and buy-into) with their emotions before they commit with their minds. Effective stories touch the heart! Denning, uses the different requirements subsequent situations in the `change journey' at Squirrel, Inc. to demonstrate different story structures. Differing leadership objectives include: Sparking Organizational Change; Revealing Who You Are and Earning Trust; Getting Individuals to Work Together; Transmitting Values; Taming the Grapevine; Sharing Knowledge; and Creating a Future. To help readers recognize and remember appropriate story structures, Denning includes summaries of story structures at the end of each chapter. Much like most of us have graduated from black and white to colored presentations, effective leaders are moving from influencing solely through data/information and graduating to telling effective stories.
I recommend "Squirrel, Inc." for every leader who recognizes their need for engaging both the hearts and the minds of their team members.
10 of 12 found the following review helpful:
A Humorous Delivery of Leadership StorytellingNov 26, 2005
This book has only two problems that keep it from being a masterpiece:
1. Mr. Denning later wrote The Leader's Guide to Storytelling which covers the same material much more thoroughly and helpfully; and
2. The fable is built around a mythical company of squirrels that provides nut burying services but is having problems. I had a hard time getting my mind around that metaphor. By contrast when Dr. Spencer Johnson teaches me about mice being in trouble when their cheese is moved, I don't have the same problem with the metaphor.
I recommend that you mainly use this book as a humorous side trip into leadership story telling. If you don't fell like you need such a humorous journey, you can certainly skip this book.
If you do skip Squirrel Inc., I urge you to read Mr. Denning's two "serious" books on the subject in this order: Start with The Springboard and then move on to The Leader's Guide to Storytelling. I've written reviews of both of those books recently if you want to check them out. Both are superb and are must reads for any leader who wants to be effective.
If you have to choose between reading Leading Change and The Springboard, choose The Springboard.
13 of 14 found the following review helpful:
 Nuts R UsMay 28, 2005
Think about it. Who are among the greatest storytellers throughout history? My own list includes Homer, Plato, Chaucer, Aesop, Jesus, Dante, Boccaccio, the Brothers Grimm, Confucius, Abraham Lincoln, Hans Christian Andersen, Charles Lutwidge Dodgson (Lewis Carroll), Joel Chandler Harris, L. Frank Baum, and most recently, E.B. White. Whatever the genre (epic, parable, fable, allegory, anecdote, etc.), each used exposition, description, and narration to illustrate what they considered to be fundamental truths about the human condition.
In his previous work, The Springboard, Denning focuses on "how storytelling ignites action in knowledge-led organizations" and does so with uncommon erudition, precision, and eloquence. His narrative covers a period of approximately three years during which he used what he calls "springboard" stories to "spark organizational change" at The World Bank. More specifically, to forge a consensus within that organization to support the design and then implementation of effective knowledge management, first for itself and then for its clients worldwide. How he accomplished that objective is in and of itself a fascinating "story" but the book's greater value lies in what he learned in process, lessons which are directly relevant to virtually all other organizations (regardless of size or nature) which struggle to "do more with less and do it faster" in the so-called Age of Information. Maximizing use of their collective intellectual capital is most often the single most effective way to do that.
In this volume, Denning uses many of the same devices which Orwell does in Animal Farm: He creates a stressful situation to which anthropomorphic animals respond; the lead characters discuss what to do; strategies are selected; conflicts and crises immediately develop; tension is increased by the perils the lead characters encounter; ultimately, the situation is resolved. In Animal Farm, the pigs prevail. In Squirrel Inc.,....
Whereas Orwell's purpose is to dramatize the evils of totalitarianism, Denning's purpose is to give "detailed advice on how to craft and perform a story that can spark transformational change in an organization" by examining six different kinds of storytelling "which illustrate the impact of storytelling on our work and our lives." Although this is a fable of leadership, it is important to keep in mind that (a) everyone throughout any organization tells stories of various kinds each day; therefore (b) the value of the information which Denning provides and the recommendations he makes is by no means limited to senior-level executives.
Why a fable? When considering how he could best communicate the various kinds of stories (e.g. "springboard" stories that communicate complex ideas and spark action), their specific uses in modern organizations, and their relevant similarities and differences, Denning "quickly discovered that conveying an understanding of seven types of stories across four or five different dimensions represented a level of complexity not well adapted to text-book style presentation."
I include that excerpt because many of those who read this book will also find themselves in situations in which they are preparing to make an especially important presentation and use of a traditional format is not appropriate. Their audience will not respond as well to the "textbook-style" as they will to a entertaining as well as informative narrative which seeks to achieve one or more of these objectives:
To spark action
To communicate who the speaker is
To transmit values
To get everyone working together
To share knowledge
To "tame the grapevine"
To lead people into the future
Here's the situation. Diana is a fast-track executive at Squirrel Inc. who is frustrated by her inability to convince senior-management to transform the company's core business from helping squirrels to bury nuts to storing nuts for them. Why should it? Because approximately 50% of the nuts buried are lost, either because squirrels forget where they buried them or the nuts are dug up by human gardeners. Great opportunity for Squirrel Inc. She shares her frustrations with Bartender who is the owner/host of a nectar tavern located high in an oak tree near the Squirrel Inc. headquarters. (He is also this book's narrator and thus, in several respects, a surrogate for Denning.) Throughout the remainder of the book, Denning focuses on Diana and Bartender's joint efforts to use effective storytelling to mobilize the support needed to transform Squirrel Inc.
Because Denning is himself a master storyteller, never does his narrative become precious, cute, quaint, darling, etc. Credit him with wit, style, grace, and -- yes -- intellectual rigor. His characters may be squirrels but the relevance of his material to human experience is profound: "The underlying reason for the affinity between leadership and storytelling is simple: narrative -- unlike abstraction and analysis -- is inherently collaborative. Storytelling helps leaders work with other individuals as coparticipants, not merely as objects or underlings. Storytelling helps strengthen leaders' connectedness with the world. Isn't this what all leaders need -- a connectedness with the people they are seeking to lead?"
I especially appreciate Denning's provision of a chart ("Seven High-Value Forms of Organizational Storytelling," pages 150-153) which clearly and cleverly summarizes all of his core concepts and specific suggestions. It serves as a useful reminder that the most effective story is one which has a crystal clear objective and includes the appropriate elements (e.g. problem to be solved, situation to be explained, value of the information provided). The story must also meet certain requirements of the given purpose. For example, provision of relevant background information and an analysis of current situation before proposing a future course of action, especially one which may seem bold and threatening to others.
For whatever reasons, only in recent years has there been an awareness and appreciation of the importance of the business narrative. Those who share my high regard for this book are urged to check out Annette Simmons' The Story Factor, Doug Lipman's Improving Your Storytelling, and Storytelling in Organizations co-authored by John Seely Brown, Denning, Katarina Groh, and Laurence Prusak.
3 of 4 found the following review helpful:
Highly Recommended!Oct 25, 2004
Any leader will benefit from mastering sincere storytelling that is designed to achieve specific organizational objectives. By using some storytelling techniques himself, in the form of a fable about business-owning squirrels, author Stephen Denning teaches you how to tap into your natural storytelling ability, so you can focus your listeners' goals and vision. He explains what types of stories elicit a variety of desired outcomes. He also teaches you how to tell your story and explains the reaction you can expect to generate if the story is apt. Storytelling lets leaders engage people, helps them relate to the company's goals and creates a forward-looking organization. With Denning's guidance, you can use your 'once upon a time' skills to build camaraderie, focus and happy endings. We recommend this book to all leaders, since storytelling is destined to become an unexpectedly critical skill.
3 of 7 found the following review helpful:
BUY THIS BOOK!Jul 07, 2004
Squirrel Inc. absolutely sings along. It's not only jockerblock full of strategies for how to use storytelling as part of innovative strategies for change within organizations, it's a fun book to read. Steve Denning is a master teacher and storyteller. He is also a leading business consultant with a tremendously strategic mind and an extraordinary sense of humor. If there is one book on change management you buy this year - this should be it.
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