| Foreword |
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xiii | |
| Preface |
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xvi | |
| Acknowledgments |
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xix | |
| Introduction |
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xxiii | |
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SECTION ONE Using Stories in Training |
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1 | (110) |
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What Makes a Story a Training Story? |
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3 | (20) |
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Where Do Stories Come From? |
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23 | (18) |
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41 | (24) |
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Incorporating Stories into Training |
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65 | (20) |
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85 | (18) |
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Legal and Ethical Use of Stories |
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103 | (8) |
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111 | (246) |
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Table II.1: Story Information |
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113 | (3) |
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Table II.2: Stories by Training Topic |
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116 | (3) |
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119 | (24) |
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``A World Without Blacks'' |
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120 | (5) |
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This story speaks to the universality of the creative spirit |
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125 | (3) |
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There are cultural differences surrounding respect |
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``When in Egypt, Do What?'' |
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128 | (4) |
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While traveling in other countries, our expectations shape our experiences |
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``Catching an Unconscious Bias'' |
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132 | (3) |
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When we least expect it, our biases can appear center stage |
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``I Never Noticed You Were Black'' |
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135 | (4) |
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Unconscious judgements can block our appreciation of others |
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``The Scratch-and-Sniff Test'' |
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139 | (4) |
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First impressions play a key role in life |
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Communication and Feedback |
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143 | (20) |
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145 | (4) |
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People talk and listen in different ways |
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``If You're Not Asked, Keep Your Mouth Shut?'' |
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149 | (3) |
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What makes it difficult for us to give feedback? |
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152 | (4) |
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The inferences we make can impact the viewpoint we have about a situation |
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156 | (3) |
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Lack of shared meaning can send you down a very long road |
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159 | (4) |
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Sometimes situations are not what they seem to be |
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163 | (28) |
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``It's the Little Things That Count'' |
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165 | (3) |
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Our smile is our personal signature |
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``Ladies and Gentlemen Serving Ladies and Gentlemen'' |
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168 | (4) |
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How well does your organization define its expectations? |
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``I Was Aching for a Fight'' |
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172 | (4) |
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How do you prepare for the possibility of confrontation? |
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``The Customer Strikes Back'' |
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176 | (4) |
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Never doubt the creativity and perseverance of well-intentioned customers |
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``You Don't Qualify for the Senior Discount'' |
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180 | (4) |
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How do you know if you can trust a customer? |
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``Sorry, We Can't Do It'' |
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184 | (3) |
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An organization's culture can influence service---both internally and externally |
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187 | (4) |
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Sivasailam ``Thiagi'' Thiagarajan |
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When do you heed the warnings of others about getting good service? |
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191 | (28) |
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``The Cobbler's Children'' |
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193 | (5) |
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How important is influence in creating organizational change? |
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``I Haven't Worn My Hat in a Long Time'' |
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198 | (4) |
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Sometimes leaders think they know best about motivating employees |
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202 | (4) |
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What might motivate us to open ourselves up to opportunity? |
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``Missing a Golden Opportunity'' |
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206 | (4) |
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What is the real purpose of a sales representative in the field? |
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210 | (5) |
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How do you influence a more senior and seasoned colleague? |
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``Who Called This Meeting?'' |
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215 | (4) |
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People's true motivations on the job can undermine a goal |
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219 | (20) |
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``A Culture Rooted in Gunpowder'' |
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221 | (4) |
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Where does an organization's culture come from? |
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225 | (4) |
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A leader's response to what we expect can sometimes surprise us |
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229 | (3) |
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When is the best time to invest in the organization's growth? |
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``The Worth of a Contribution'' |
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232 | (3) |
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What factors help to determine one's top work priority? |
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``Fostering Full Potential'' |
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235 | (4) |
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What is the leader's role when someone has been earmarked for dismissal? |
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239 | (20) |
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``A Legacy of Generosity'' |
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241 | (3) |
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Our early life experiences help shape our values around giving |
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``Time Brings Perspective'' |
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244 | (4) |
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Our values can help us sort out the ``stuff'' that gets in the way of our work |
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``In Search of Cappuccino . . . With a Little Chocolate on the Side'' |
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248 | (4) |
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Being a rebel and being a victim are flip sides of the same coin |
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``Values Aren't Accidental'' |
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252 | (3) |
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Our values are formed at an early age |
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``A Nation's Values Connect Us'' |
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255 | (4) |
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Tragedy often allows us to reconnect with our deepest values |
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259 | (26) |
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``The Case of the Magician's Assistant'' |
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261 | (4) |
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Your assumptions about someone's ability to perform work can get you into hot water |
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265 | (4) |
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Resourcefulness is a key managerial skill |
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``Isolate, Exaggerate, and Integrate'' |
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269 | (4) |
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What exactly do athletic coaches do to improve someone's performance? |
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``Thanks, I'll Do It Myself'' |
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273 | (4) |
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As leaders, our blind spots can have a powerful effect on employee behavior |
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``The Forest for the Trees'' |
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277 | (3) |
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Our performance is only as good as the systems in which we work |
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280 | (5) |
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What role can real-time coaching play in helping others to develop their skills? |
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285 | (22) |
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287 | (3) |
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There can be unintended negative consequences to the ``perfect'' solution |
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``The Porcupine and the Snake'' |
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290 | (4) |
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Surface issues or symptoms can mask the real problem |
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``Viewing the Problem Through a Different Lens'' |
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294 | (4) |
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Lack of technology can be beneficial to solving a problem |
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``The Disapproving Neighbor'' |
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298 | (4) |
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How much does our own perspective color our understanding of a problem? |
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302 | (5) |
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What factors impact how well a person can solve a problem? |
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Teamwork and Collaboration |
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307 | (20) |
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309 | (4) |
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Communicating the importance of teamwork goes beyond posters and presentations |
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313 | (5) |
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Conflicting needs between teams can fuel outrageous responses |
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318 | (3) |
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There is strength in unity |
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321 | (6) |
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Sivasailam ``Thiagi'' Thiagarajan |
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What does winning mean to you? |
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327 | (30) |
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``I Didn't Ask to Be Here'' |
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329 | (6) |
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Our behavior in training is influenced by the choices we are allowed to make---or not to make |
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335 | (4) |
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We get out of learning what we are willing to put into it |
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``Teaching a Dog to Whistle'' |
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339 | (3) |
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Learning is not a spectator sport |
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``Preparing Yourself for the Unexpected'' |
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342 | (4) |
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How do you handle a crisis that arises during a training program? |
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``How My Sons Learned to Dive'' |
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346 | (6) |
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Each of us has a preference for how to pick up a new skill |
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``The Jock and His Wife Go Water Skiing'' |
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352 | (5) |
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What's the difference between knowing and learning? |
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| There Are More Stories to Tell |
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357 | (2) |
| Appendix: Interview Questions |
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359 | (2) |
| About the Contributors |
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361 | (21) |
| About the Authors |
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382 | (2) |
| Bibliography |
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384 | (3) |
| Suggested Readings |
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387 | (2) |
| Index |
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389 | |
Other versions by this Author
