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Tell me a diffrent story : Storytelling, reflective practice and self-awareness: A case study.

par Pena -Jimenez, Marco;Pohl, Sabine ;Mariangeli, D;Caramagna, L.
Référence Tell me a diffrent story : Storytelling, reflective practice and self-awareness: A case study(26 mai 2023: Poland), Book of abstract, EAWOP congress
Publication Publié, 2023

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Résumé :

AIMThe purpose of this case study was to explore how constructing, attributing sense and sharing stories may contribute to individuals’ self-awareness (Boyatzis, 2019). METHOD AND INTERVENTION 10 managers of an Italian company (outsourcing and consulting sector) participated in a 12-months (3-stage) individual coaching program.1.3 months: Participants were asked to tell some episodes which made them feel unease, uncomfortable or upset at work.2.6 months: Managers participated in reflective coaching sessions (by using a reflexive and empathetic approach, they were trained to disentangle their stories from their own point of view).3.3 months: Participants were trained to asked to tell stories in a different way. All stories were collected, and a content analysis was conducted to aggregate and code data (Sandelowski & Barroso, 2002).RESULTSAxis “Self-management”: First, participants described their emotion as personal “perturbations”, which interfere with their professional attitudes. Second, participants described their cognitions as “My mind is working overtime”, which made them mentally fatigued and confused.Axis “Interpersonal (un)effectiveness”: colleagues and clients were split in “good people” and “bad people”. “Good people” inspired trust, openness and appreciation. Whereas “bad people”  moved to suspicion, mistrust. and conflict.Axis “Time management”: stories talked about “Running against time”. Participants feel “to be always in a rush” and do not have enough time. After the reflective sessions,The main themes took different meanings: emotions as natural components [regulation] thoughts are no rumination [distinguish], people are seen trough the empathetic lens [use empathy] time is scheduled [manage time]DISCUSSIONResults show that, after narrative and reflective training, participants were able to attribute different meaning to those scenarios which had made them feel uncomfortable. CONCLUSION AND IMPLICATIONNarrative and reflective approach seem to stimulate self awareness at work (which can be beneficial for leaders and their employees)LIMITATIONSFuture studies might consider different and controlled settings (using different measurement tools), to evaluate the effectiveness of the intervention protocol based on reflection activities.REFERENCESBoyatzis, R. E. (2019). Coaching with intentional change theory. In S. English, J. M. Manz, & P. Brownell (Eds.). Professional coaching: Principles and practice (pp. 221–230). Springer Publishing Company.Sandelowski, M., & Barroso, J. (2002). Finding the findings in qualitative studies. Journal of Nursing Scholarship, 34(3), 213-219.