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| | Transforming Stories Description The knowledge revealed in stories is generally called tacit knowledge. In other words, it reveals what we know from experience but have not yet expressed or documented in a written or explicit form. Because it is usually hidden from our own view, it is often difficult to make tacit knowledge explicit in such a way that it can be shared with others. Yet, transforming our stories is just about the only way that we can actually know what we know and know how to do. There are many methods for transforming stories, from simply identifying themes or common elements to using Graphical Tools, to conducting intensive interviews or document reviews. Example A small group of community-based researchers used a combination of interviews, questionnaires, and document reviews to transform stories told by "learning democracy center" leaders. These leaders were responsible for local entities that had the capacity to convene the diversity of the community for purposes of acting collectively for the common goals and aspirations of the community. The researchers’ purpose was to elicit their stories, make their tacit knowledge explicit, and make their explicit knowledge available to both the leaders and to the field of community betterment. The researchers first reviewed published documents about each of the centers. Then, they developed a set of questions, conducted several interviews to test out their questions, refined their questions based on experience, and then conducted taped interviews with 10 leaders. The knowledge gleaned from these interviews was then used to develop a questionnaire to be used to elicit knowledge from a larger group of leaders. Approaches Your community’s choice of an approach to transforming stories will depend on the size of your community, the amount of time you can spend, the density of the stories you’ve told, the technical nature of the information that has been shared, and other factors unique to your situation. In choosing an approach, consider what knowledge you are trying to capture, who you are capturing it for, what purpose it will serve, what methods you will use, and how you will document this explicit knowledge for future use by your community or others. 1. Metaphor A metaphor is a figure of speech that is used to explain abstract or unfamiliar concepts and ideas by comparing them to more familiar objects, people or ideas. In creating a metaphor, a word or phrase that denotes one object or idea is used in place of another, in order to illustrate a likeness between the two. These words or phrases can help us to move beyond the surface of a story and convey its deeper meaning. Metaphors often create mental images and models that help us to see and hear what has been presented in a completely new way. Using the metaphor of sailing uncharted seas, for example, might be a useful device for comparing pilot projects undertaken by members of a community. 2. Narrative Meaning Author Stephen Denning (The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations. October 2000) uses the term "narrative meaning" to describe how stories can be transformed and used to create significant change in organizations and communities. Narrative meaning, he writes, "is created by establishing that something is a part of a whole and usually that something is the cause of something else. It is usually combined with human actions or events that affect human beings. The meaning of each event is produced by the part it plays in the whole episode. To say what something means is to say how it is related or connected to something else. To ask the meaning of an event is to ask how it contributed to the story in which it occurs. It is the connections or relations between events." Asking questions of story tellers such as, "How were those events connected?," "What do you think caused that outcome?," or "How did what you just described relate to your larger purpose?," can begin to create meaning based on Denning’s ideas about parts and wholes, causal relationships, and other connections and contributions. Learn more about Denning’s work at . 3. Knowledge Harvesting Knowledge harvesting is a more formal process for making tacit knowledge explicit that generally uses interviews and questionnaires to capture, document and distribute knowledge and know-how. The most common use is to elicit information from experts or top performers, so that it can be made widely available through training programs, best practices or databases. According to the UK’s National Electronic Library for Health (NELH), the "ultimate goal of knowledge harvesting is to capture an expert’s decision-making processes with enough clarity that someone else could repeat the same processes and get the same results." Guidance and other excellent resources for using knowledge harvesting are at the NELH website
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