Education Or Application - The Real Differences Behind the Controversy of Stories and Parables in the Business Environment By: Rod N. Johnson and Myron J. Radio

In the December 28, 2002 edition of USA Today, the lead story in the Money section is titled What Moves the 'Cheese for Books." The story discusses the split camps in the business community about whether books based on a story or parable are an effective tool from which to teach business principles. We make the point that the science behind stories and parables is sound and well documented.

While recent business books like the parable Who Moved my Cheese by Spencer Johnson and Fish, by Stephen Lundin have become bestsellers, their success has found both numerous supporters and skeptics in the marketplace. Supporters point to the fact that stories enable people to wade through their world filled with data, and discover meaning, understanding and knowledge. In essence, it cuts through the noise barrier. The skeptics point their finger in a different direction. They note that stories may not be grounded in scientific principles, or modern business philosophy. They desire a straightforward world where numbers, facts and figures move an organizations decision-making and strategic planning processes.

In many respects, both camps are right and wrong.

A core challenge for any business today is communication. How do we pull together a culturally rich, yet diverse group of people, and get them all moving in the same direction. The COO will likely demand figures, diagrams and tables to satisfy their need for information. Yet at the same time, the CEO with the same data might complain that they have too much information, they want clarity and meaning. Meanwhile, the people that make the organization work might desire something different. Something suited to their personal learning style. Regardless, the goal of every company should be to provide the information stimulus learning environment that gets their people emotionally engaged and committed.

Does this level of commitment occur in your organization?

A September 12, 2002 story posted on ebusinessforum.com is titled, CFO.com: Study shows many employees unsure of how jobs relate to corporate goals." The study, conducted by Watson Wyatt, shows that less than 50 percent of employees understand the steps their companies are taking to reach new business goals. In addition, the study noted that most employees were unsure of the connection between job performance and pay. One might say, most businesses are failing at least 50 percent of the time to communicate effectively with their employees."

This boils down to one central theme. Just as we spend thousands of dollars to better understand the needs of our external customers, we too need to better understand the learning and communication styles of our internal customers -- our employees. In essence, we need to start de-averaging our internal customer base!

This brings us back to the core question we presented in the title, Education Or Application." People that fall into the Education Camp might feel, One can never have too much information -- bring it on -- the more the merrier." The reams of information might become so overwhelming that little sense can be derived from it, but there is a security blanket in feeling that the knowledge is hidden in there somewhere, its just a matter of isolation and identification.

The Application Camp approaches the same opportunity from a different perspective. They realize there are only so many hours in a day, and they dont desire more information on effective leadership or other business principles. They have been trained to death, with minimal success. They have too much information and too little knowledge. What they really need and desire is application, not education. How do I make it real for me? How do I take what I already know, and apply it in my everyday life? How can I feel engaged in the process and be positive about the outcome?

Employees that identify with the Application approach appears to be what is occurring in the real world. Daniel Goleman in his book Primal Leadership1 states, Human resource professionals . . . have watched again and again how people emerge from training enthusiastic, only to have their good intentions atrophy over time. Although studies have shown that real change can result from training, most of the time the change doesnt seem to be sustained, which is why it is often called the honeymoon effect."

Real change occurs at the heart, not necessarily from the head. Engagement requires application of skills, not necessarily education about skills. In the book Inside Out, Using Classic Childrens Stories for Personal and Professional Growth, the learning tree goes one step farther than merely creating a parable or story. Authors Johnson and Radio reshape common childrens stories and fairytales to teach business lessons. The same stories that shaped our behavioral codes and development paths have now been harnessed to enlighten and shape our adult world known as reality. This learning journey makes these lessons become more real, meaningful, and easily adapted into our everyday lives.

At the end of the day, there should be no question about whether parables and stories work in the corporate environment. They can achieve their desired outcome. The question should be shaped toward one of where does it work and what will be required to make it work. Yes, we must begin by de-averaging our internal customers by treating them as individuals. Yes, we must utilize tools for the task at hand like a heart surgeon would implant a pacemaker only in those patients that need it. And yes, we must energize the total organization, not just a portion of it. This process we refer to as Cultivate In, To Perform Out..." will drive new opportunities towards you, not away from you. This is how real success can be realized.

And yes, when these events occur, corporations will discover that use of stories, parables and fairytales will create new opportunities for growth personally, professionally and financially.

1. Primal Leadership, realizing the power of emotional intelligence: Daniel Goleman, Richard Boyatiis, Annie McKee (2002, Harvard Business School Publishing)