The hermeneutic circle and use of metaphors: There is actually a third level of narrative which makes the dynamics of constructivism and coaching even more complex and challenging. We are co-creating narratives (and ultimately creating reality) with other people—those with whom we are interacting. All meanings or statements are referring to a system of narratives and semiotics, but this is in itself an open-ended system of signs referring to signs referring to signs. No concept can therefore have an ultimate, unequivocal meaning.
We can illustrate this complex, nested dynamic—called the hermeneutic circle—by turning to narratives and conversations that occur within a workplace. For example, once the manager of a specific department has spoken, the reality that was created when she spoke is no longer present. Even if she says the same words, they are spoken in a different context, hence have somewhat different meaning. Thus, even when our manager is “speaking”—in the form of vocalized or written words or in the form of other images (visual, tactile)—these words or images will have different meaning each time they are interpreted. Meaning will shift depending on who hears the statement, what the setting is in which the communication takes place, and which words or images have preceded and will follow these efforts at communication.
According to the dynamic constructivists, therefore, reality for the 21st century manager is a shifting phenomenon that is subject to change and uncertainty, meant to be expressed in nuanced, ever-changing ways, again and again, in response to new contexts. We see this shifting occur in D’Agata and Fingal’s (2012) account of their interactions regarding Fingal’s fact-checking of D’Agata’s essay. Their book is a “blow-by-blow” accounting of the changing reality regarding the suicide story (and the reality of their relationship) that is being created by their interaction. In the play that was created based on their book, a third person is interduced (the editor) who further complicates and influences the Facts and reality being portrayed in the published essay. The editor also helps to create a new narrative regarding the interaction between D’Agata and Fingal. The process of converting the book into a play itself changes the reality of D’Agata and Fingal’s working relationship.
Nothing stays the same. Reality is dynamic and evolving. More than ever, our organizations are based on and dependent on these dynamic interpersonal conversations and shifting, context-based narratives. Most people, resources and attention in present-day organizations are devoted not to the direct production of goods or direct provision of services, but to the use of verbal and written modes of communication about these goods and services. Given these conditions, storytelling and narrative are central to 21st century leadership. Stories are the lifeblood and source of system maintenance in both personal and organizational lives.
The construction of stories about organizational successes and failures by leaders is critical to the processes of personal and organizational transformation. Clearly, the conversations that are most effective in bringing about organizational integration frequently take the form of metaphors that are conveyed through stories. (Lakoff & Johnson, 2003) Metaphors are used to portray something about an organization—in particular something about leadership, authority, and values. These metaphors are central to the organization, for they contribute to the conversations that are at the heart of the organization. They point to a shared set of signs and narratives, and as such create, recreate and strengthen the experience of shared values.
Download Article 1K Club
