Challenge & Selection

I have found storytelling to be an invaluable tool in working with IT engineers at a large private  university. I work with many gifted technologists, but have found that quite often, the individual focuses  on the technologies, even at the expense of the problems we are trying to solve. We have tried other  tools in the past – use case diagrams, detailed requirements documents and stakeholder interviews –  with limited success. My experience is that many of the engineers have only a superficial understanding  of the problem, but possess a high level of understanding of available technologies. This has often led to  products and solutions that may function well, but don’t adequately address the stated problem.

I am able to recognize times when storytelling would be helpful by listening for statements like, “You  said the requirement was ____, and I delivered that. You never said it had to do ____.” These types of  responses indicate that there was not a comprehensive understanding of the problem – a perfect setting  for storytelling.

Application

I use storytelling regularly. When I feel that brainstorming is losing its focus on the real problem, I look  for stories that will help bring the focus back to the problem. Sometime, I use a hypothetical story,  starting with, “Imagine if you were …” While not as effective as a true story, it still sets context around  the problem statement and requirements.

A recent example of this happened in a design meeting for our networking team. We were reviewing a  request for some changes to the network that would allow for presenters in our classrooms to connect  and present to our projectors wirelessly. There was concern about the many systems that would need to  be reconfigured, and we had spent the previous 30 minutes on a tangential discussion. The conversation  seemed to be brought to a halt when a senior engineer responded that he didn’t see how this could be  successful, and he proposed a policy that we don’t allow this type of connectivity on our network:  clearly the opposite outcome from the request.

I asked if I could share a story from a faculty member that I knew. This individual is legally blind, though  he can see things if held very close to his eyes. He had called me one time to help him with a lecture he  was doing, and asked if I could help set up this presentation for him. After much setup and  reconfiguration, I was able to help him do this presentation. Afterwards, he told me how life changing it  was for him to be able to carry his tablet and walk around the classroom, and interact with the students,  instead of being anchored to the podium where he had to squint behind his computer screen. By  carrying his tablet, he could hold it close to his face when he needed, but he could also be close to the  students that he was teaching. He described it as being a turning point in his teaching career, and  reached out to me to help make it a more permanent design.

As we talked about that story, it made an emotional connection to the others in the room. It also helped  them to understand the context. This naturally answered some of the subsequent questions. “Would he  need to be able to present wirelessly to a projector in a different room? Not likely, since the goal was to  be closer to the students.” It kept us focused on the problem at hand, instead of deviating to developing  a policy that was contrary to the request.

Insight & Approach

Storytelling has been a powerful way to deepen understanding of the problem.  Presenting the problem  statement as a narrative helps analytical individuals to understand the problem in context. This, in turn  allows them to evaluate many of the small decisions in the ecosystem in which it will be utilized.  Reviewing the final solution against the stories allows a more comprehensive analysis, because it  naturally incorporates the surrounding context.

One should use discretion in storytelling is to carefully choose and relate stories. Too many details,  unrelated incidents or lack of organization can actually detract from the intended purpose. Instead of  setting the context, it can introduce too many outside considerations, or it can waste time and energy.

While proper storytelling is very useful for helping these individuals understand the problem context, I  find that it has the potential to go much deeper. Presenting these narratives also connects the  individuals emotionally. When hearing a story about a blind professor walking among the students, the  engineers connect emotionally, and want to engage to improve this person’s quality of life – not merely  solve a technical problem. This brings a new level of incentive and motivation to the problem solving.


Challenge & Selection I have found storytelling to be an invaluable tool in working with IT engineers at a large private university . I work with many gifted technologists , but have found that quite often , the individual focuses on the technologies , even at the expense of the problems we are trying to solve . We have tried other tools in the past – use case diagrams , detailed requirements documents and stakeholder interviews – with limited success . My experience is that many of the engineers have only a superficial understanding of the problem , but possess a high level of understanding of available technologies . This has often led to products and solutions that may function well , but do n’t adequately address the stated problem . I am able to recognize times when storytelling would be helpful by listening for statements like , “ You said the requirement was _ _ _ _ , and I delivered that . You never said it had to do _ _ _ _ . ” These types of responses indicate that there was not a comprehensive understanding of the problem – a perfect setting for storytelling . Application I use storytelling regularly . When I feel that brainstorming is losing its focus on the real problem , I look for stories that will help bring the focus back to the problem . Sometime , I use a hypothetical story , starting with , “ Imagine if you were … ” While not as effective as a true story , it still sets context around the problem statement and requirements . A recent example of this happened in a design meeting for our networking team . We were reviewing a request for some changes to the network that would allow for presenters in our classrooms to connect and present to our projectors wirelessly . There was concern about the many systems that would need to be reconfigured , and we had spent the previous 30 minutes on a tangential discussion . The conversation seemed to be brought to a halt when a senior engineer responded that he did n’t see how this could be successful , and he proposed a policy that we do n’t allow this type of connectivity on our network : clearly the opposite outcome from the request . I asked if I could share a story from a faculty member that I knew . This individual is legally blind , though he can see things if held very close to his eyes . He had called me one time to help him with a lecture he was doing , and asked if I could help set up this presentation for him . After much setup and reconfiguration , I was able to help him do this presentation . Afterwards , he told me how life changing it was for him to be able to carry his tablet and walk around the classroom , and interact with the students , instead of being anchored to the podium where he had to squint behind his computer screen . By carrying his tablet , he could hold it close to his face when he needed , but he could also be close to the students that he was teaching . He described it as being a turning point in his teaching career , and reached out to me to help make it a more permanent design . As we talked about that story , it made an emotional connection to the others in the room . It also helped them to understand the context . This naturally answered some of the subsequent questions . “ Would he need to be able to present wirelessly to a projector in a different room ? Not likely , since the goal was to be closer to the students . ” It kept us focused on the problem at hand , instead of deviating to developing a policy that was contrary to the request . Insight & Approach Storytelling has been a powerful way to deepen understanding of the problem . Presenting the problem statement as a narrative helps analytical individuals to understand the problem in context . This , in turn allows them to evaluate many of the small decisions in the ecosystem in which it will be utilized . Reviewing the final solution against the stories allows a more comprehensive analysis , because it naturally incorporates the surrounding context . One should use discretion in storytelling is to carefully choose and relate stories . Too many details , unrelated incidents or lack of organization can actually detract from the intended purpose . Instead of setting the context , it can introduce too many outside considerations , or it can waste time and energy . While proper storytelling is very useful for helping these individuals understand the problem context , I find that it has the potential to go much deeper . Presenting these narratives also connects the individuals emotionally . When hearing a story about a blind professor walking among the students , the engineers connect emotionally , and want to engage to improve this person ’s quality of life – not merely solve a technical problem . This brings a new level of incentive and motivation to the problem solving .