Unveiling Truth: The Power of Storytelling in Influencing Perspectives

undefined
 
 
Velvet Rodriguez-Poston JD
Megan Mclean-Stein JD MDR
 
An individual’s story is their TRUTH.
 
Stories are important because they lead us to
facts that will eventually create the
foundation necessary to determine the course
of action to take in individual cases and will
help us determine how to keep children safe
and families safe.
THE STORYTELLER is MORE important than
the STORY.
 
The storyteller is as interested in what you
want to hear as what they want to tell.
The storyteller may change his or her story
depending on what he or she perceives you
need as the listener.
The storyteller has a need to be perceived in
a favorable light.
The storyteller needs to feel safety before
revealing the deeper truths.
 
Time constraints usually limit us to one hour
or two hours with each client
 
Usually we think of our process as follows:
Beginning (Rapport Building) 3 minutes
Middle (Actual Storytelling and Interviewing
process) 50 minutes.
Conclusion (3-4 minutes)
 
Beginning (Rapport Building) 25 minutes
Middle (Story and Interviewing) 10 minutes
Ending and Conclusion (25 minutes)
 
Beginning (2 minutes)
Middle (55 minutes)
Conclusion and Follow Up (3 minutes)
 
Beginning (2 minutes)
Middle (20 minutes)
Conclusion and Follow up (38 minutes)
undefined
THEIR FILTER WILL IMPACT HOW
THEY TELL THE STORY and The
Type of Rapport They Will Need.
THEIR EMOTION BASED PERSPECTIVE WILL
IMPACT HOW THEY TELL THEIR STORY and
Also How much Rapport They need.
 
LOGIC BASED
INDIVIDUAL WILL NOT
BE AS EMOTIONALLY
IMPACTED BY EVENTS
TELL STORY IN
SEQUENTIAL ORDER
THEY WILL PROCESS
INFORMATION FROM A
LOGICAL PERSPECTIVE
 
WILL USE MORE
EMOTION BASED
WORDS
WILL FILTER
INFORMATION THRU
THEIR FEELINGS
THEY WILL PROCESS
INFORMATION FROM
FEELINGS BASED
PERSPECTIVE
undefined
These Individuals will only need a 5
minute Rapport Building Time
These Individuals will need a 25
minute to 30 minute building time.
 
NEEDS TO KNOW THAT
THERE IS AN ORDER
THE TASK IS MORE
IMPORTANT THAN THE
RELATIONSHIP
THE SATISFACTION
COMES FROM
ACTUALLY
ACCOMPLISHING A
TASK
 
NEEDS TO KNOW THAT
THEY MATTER
NEEDS TO KNOW THAT
THEY ARE NOT JUST A
TASK.
NEEDS TO KNOW THEY
ARE APPRECIATED .
THE SATISFACTION
COMES FROM THE
CONNECTION.
undefined
Rapport Building Needs to Be
SHORT for Logic Based TASK
ORIENTED Individuals.
 
Clear expectations need
to be set in order for
them to relax enough to
tell their story.
Forcing unnecessary
relationship bonding will
be viewed with great
disdain.
The longer you prolong
getting to the task the
less credibility you will
have.
Rapport Building NEEDS to be
LONG. RSHP ORIENTED and
Emotion Based Individuals.
 
Cannot Build Trust
Without the “Idle” chit
chat
Cannot begin their
story until they feel
safe and connected
with the interviewer
The more time you
invest in getting to
know them the more
credibility you have.
undefined
Task Oriented
Relationship Oriented
 
Brief Introduction of
yourself. Include your
credentials
Give your purpose,
your intent, your time
expectation and allow
them the hope of
leaving early if all goes
well.
 
Longer Introduction
with more personal
facts about yourself.
Emphasize why you are
there.
Be open to discuss
things that are
irrelevant.
Suggestions for
Topics?
 
Your Ability to Adequately Read People and
Act Appropriately will Give you Credibility or
Take Credibility Away from You.
 
Your ability to Greet People will automatically
create safety or take away safety.
 
WHAT YOU SEE AND;
WHAT YOU HEAR
WHAT YOU FEEL IN THEIR GREETING
(WHETHER IT BE A HANDSHAKE, A LACK OF
HANDSHAKE ETC.)
 
 
What were some things that Michael said
were effective in interviewing?
 
 
What was the one quality of the interviewer
that made Michael want to share more about
himself?
 
AUTHENTICITY
GENUINENESS
DESIRE TO SERVE
SO WE MOLD OUR STYLES TO THE STYLES OF
THOSE WHOM WE SERVE.
Pg 171 “The Art of Waking People Up.”
WE need to create a process where the
storyteller is more important than we are.
 
The dedication with which you do your job
will reflect directly on those whom you speak
with.
Your personal purpose will shine thru with
everyone whom you serve
Your personal story will have a deep influence
on people and they will either want to open
up or not.
If you establish a foundation of true listening
and service the rest will come naturally.
 
What were some things that he did to help
individuals at his place of work?
Did he make simple changes or large changes?
How can we make ourselves more accessible to
people without compromising our time
constraints?
What expectations do we have of individuals
when they tell us stories?
Do we push our own agendas on them without
establishing a foundation of authenticity?
What if we approached individuals with the spirit
of Jonny?
undefined
What are your personal
verbal preferences?
Can you set those preferences
aside and adapt to your
storyteller’s preferences?
undefined
ADVANTAGES
DISADVANTAGES
undefined
 
ADVANTAGES
DISADVANTAGES
 
CONCISE
SHORTER IN TIME
TO THE POINT
MORE ALONG THE
LINES OF WHAT WE
WANT TO SEE WITHIN
OUR OWN TIME
CONSTRAINTS
 
IT MAY MISS THE
IMPORTANT FACTS OF
THE STORY THAT WOULD
BE RELEVANT
IT MAY BE VERY
DIFFICULT TO ACTUALLY
TAP INTO THE STORY AS
THE STORYTELLER MAY
NOT BELIEVE THERE IS A
STORY WORTH TELLING.
undefined
NARRATIVE
BULLETPOINT
 
NARRATIVE INDIVIDUALS
WILL TELL YOU THEIR
STORY IN TRADITIONAL
BEGINNING, MIDDLE AND
END.
INTERRUPTIONS WILL
DERAIL THEIR STORY.
THEY HAVE A NEED TO
BE HEARD IN THEIR OWN
ORDER OF EVENTS.
 
WILL TELL THEIR STORY
IN BULLET POINTS
WILL NOT NECESSARILY
HAVE A TRADITIONAL
BEGINNING, MIDDLE AND
END
STORY MAY START WITH
THE CONCLUSION
MAY LEAVE OUT
IMPORTANT FACTS SO
EFFECTIVE QUESTIONING
WILL BE NECESSARY.
 
ARE YOU LOGIC BASED?
ARE YOU EMOTION BASED?
DO YOU EXPECT A LONG NARRATIVE?
DO YOU PREFER A BULLET POINT STORY?
HOW ARE YOUR PREFERENCES INFLUENCING
YOUR QUESTIONS, YOUR PERCEPTIONS OF
THE STORYTELLER.
YOU MAY BE PUSHING YOUR STORYTELLER
AWAY BY GETTING IN THE WAY.
 
You may either encounter a SLOW PROCESSOR
Or a FAST PROCESSOR.
Slow processors cannot make decisions on
the spot. They will feel taken advantage of.
Fast processors can make decisions on the
spot.
For slower processors you will notice
hesitancies in agreeing to certain premises
that may seem obvious to you.
 
If you schedule a follow up with a faster
processor they will lose credibility in you.
Be willing to finish your job immediately and
on the spot.
Finishing may mean writing up a quick email
with tenets of the agreements you came to
and tenets of the discussion you had with
them and a list of expectations.
Your conclusion can take 10 minutes no
follow ups necessary.
undefined
 
Kenneth Cloke and Joan Goldsmith
Slide Note
Embed
Share

Stories hold the key to uncovering truths and shaping perspectives. The storyteller plays a crucial role in narrating their account authentically, while the listener's assumptions impact the narrative. Building rapport, genuinely listening, and summarizing are essential steps in revealing the real story within time constraints. The dynamic between storyteller and listener influences how narratives are shared and received, emphasizing the importance of understanding each other's perspectives.


Uploaded on Sep 25, 2024 | 0 Views


Download Presentation

Please find below an Image/Link to download the presentation.

The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. Download presentation by click this link. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.

E N D

Presentation Transcript


  1. Velvet Rodriguez-Poston JD Megan Mclean-Stein JD MDR

  2. An individuals story is their TRUTH. Stories are important because they lead us to facts that will eventually create the foundation necessary to determine the course of action to take in individual cases and will help us determine how to keep children safe and families safe. THE STORYTELLER is MORE important than the STORY.

  3. There are truths about the storyteller imbedded within the story that are often even more important than the actual story. The storyteller experiences the story account as true We tell stories to make sense of things that are confusing, frightening, unsettling. Stories occur internally FIRST.

  4. Both The Story Teller and the Listener Have A Direct Impact on The Story What kind of assumptions are you making about the person? And What kind of Assumptions are they making about you? These will have an impact on how the person tells their story and which version of the story

  5. The storyteller is as interested in what you want to hear as what they want to tell. The storyteller may change his or her story depending on what he or she perceives you need as the listener. The storyteller has a need to be perceived in a favorable light. The storyteller needs to feel safety before revealing the deeper truths.

  6. Getting to the REAL Story 3 STEP PROCESS Getting to the REAL Story 3 STEP PROCESS 1. BUILD RAPPORTAND SET EXPECTATIONS BUILD RAPPORTAND SET EXPECTATIONS 2. TAP INTO THE REAL STORY by LISTENING GENUINELY TAP INTO THE REAL STORY by LISTENING GENUINELY 3. SUMMARIZE AND CONCLUDE SET EXPECTATIONS OF THE NEXT STEPS CLEARLY SUMMARIZE AND CONCLUDE

  7. Time constraints usually limit us to one hour or two hours with each client Usually we think of our process as follows: Beginning (Rapport Building) 3 minutes Middle (Actual Storytelling and Interviewing process) 50 minutes. Conclusion (3-4 minutes)

  8. Beginning (Rapport Building) 25 minutes Middle (Story and Interviewing) 10 minutes Ending and Conclusion (25 minutes) Beginning (2 minutes) Middle (55 minutes) Conclusion and Follow Up (3 minutes) Beginning (2 minutes) Middle (20 minutes) Conclusion and Follow up (38 minutes)

  9. Step ONE Rapport Building Step ONE Rapport Building The Length of time you engage in Rapport building depends on the type of verbal preferences that the storyteller has. SOME PEOPLE WILL REQUIRE A LENGTHY RAPPORT PROCESS AND SOME PEOPLE MAY NOT REQUIRE MUCH TIME

  10. WILL USE MORE EMOTION BASED WORDS WILL FILTER INFORMATION THRU THEIR FEELINGS THEY WILL PROCESS INFORMATION FROM FEELINGS BASED PERSPECTIVE LOGIC BASED INDIVIDUAL WILL NOT BE AS EMOTIONALLY IMPACTED BY EVENTS TELL STORY IN SEQUENTIAL ORDER THEY WILL PROCESS INFORMATION FROM A LOGICAL PERSPECTIVE THEIR FILTER WILL IMPACT HOW THEY TELL THE STORY and The Type of Rapport They Will Need. THEIR EMOTION BASED PERSPECTIVE WILL IMPACT HOW THEY TELL THEIR STORY and Also How much Rapport They need.

  11. NEEDS TO KNOW THAT THERE IS AN ORDER THE TASK IS MORE IMPORTANT THAN THE RELATIONSHIP THE SATISFACTION COMES FROM ACTUALLY ACCOMPLISHING A TASK NEEDS TO KNOW THAT THEY MATTER NEEDS TO KNOW THAT THEY ARE NOT JUST A TASK. NEEDS TO KNOW THEY ARE APPRECIATED . THE SATISFACTION COMES FROM THE CONNECTION. These Individuals will only need a 5 minute Rapport Building Time These Individuals will need a 25 minute to 30 minute building time.

  12. Cannot Build Trust Without the Idle chit chat Cannot begin their story until they feel safe and connected with the interviewer The more time you invest in getting to know them the more credibility you have. Clear expectations need to be set in order for them to relax enough to tell their story. Forcing unnecessary relationship bonding will be viewed with great disdain. The longer you prolong getting to the task the less credibility you will have. Rapport Building Needs to Be SHORT for Logic Based TASK ORIENTED Individuals. Rapport Building NEEDS to be LONG. RSHP ORIENTED and Emotion Based Individuals.

  13. Brief Introduction of yourself. Include your credentials Give your purpose, your intent, your time expectation and allow them the hope of leaving early if all goes well. Longer Introduction with more personal facts about yourself. Emphasize why you are there. Be open to discuss things that are irrelevant. Suggestions for Topics? Task Oriented Relationship Oriented

  14. It is extremely important to greet people the way they would like to be greeted as opposed to the way we want to greet them. Watching and Observing People s Cues will give us insight as to how they would like to be greeted.

  15. Your Ability to Adequately Read People and Act Appropriately will Give you Credibility or Take Credibility Away from You. Your ability to Greet People will automatically create safety or take away safety.

  16. WHAT YOU SEE AND; WHAT YOU HEAR WHAT YOU FEEL IN THEIR GREETING (WHETHER IT BE A HANDSHAKE, A LACK OF HANDSHAKE ETC.)

  17. REQUIRES GENUINE LISTENING, POSITIVE ATTITUDE AND A DESIRE TO SERVE OTHERS AS THEY ARE NOT WHO WE WANT THEM TO BE. We need to let our guard down and be totally honest and candid. We need to be advocates of what we believe in and totally honest about where we are coming from. We should be able to compromise and not be an island or a one man band.

  18. Interview with Michael Interview with Michael What were some things that Michael said were effective in interviewing? What was the one quality of the interviewer that made Michael want to share more about himself?

  19. I. WE NEED TO ESTABLISH A SAFE SPACE FOR PEOPLE TO SHARE THEIR STORY. . . I. WE NEED TO ESTABLISH A SAFE SPACE FOR PEOPLE TO SHARE THEIR STORY. . . AUTHENTICITY GENUINENESS DESIRE TO SERVE SO WE MOLD OUR STYLES TO THE STYLES OF THOSE WHOM WE SERVE. Pg 171 The Art of Waking People Up. WE need to create a process where the storyteller is more important than we are.

  20. Why do you do what you do? Where is your foundation? Why do you do what you do? Where is your foundation? The dedication with which you do your job will reflect directly on those whom you speak with. Your personal purpose will shine thru with everyone whom you serve Your personal story will have a deep influence on people and they will either want to open up or not. If you establish a foundation of true listening and service the rest will come naturally.

  21. Jonny The Bagger Jonny The Bagger What were some things that he did to help individuals at his place of work? Did he make simple changes or large changes? How can we make ourselves more accessible to people without compromising our time constraints? What expectations do we have of individuals when they tell us stories? Do we push our own agendas on them without establishing a foundation of authenticity? What if we approached individuals with the spirit of Jonny?

  22. Common STYLES that you will see in Narration of Story: Common STYLES that you will see in Narration of Story: Bullet Point Narrative Cluster Linear What are your personal verbal preferences? Can you set those preferences aside and adapt to your storyteller s preferences?

  23. OVERABUNDANCE OF DETAIL FULL STORY INCREDIBLY DIFFICULT TO INTERRUPT LENGTHY STORY IT WILL BE EASIER TO EXTRACT FACTS FROM THE STORY BECAUSE AT LEAST THERE IS A STORY. TIME CONSUMING ADVANTAGES DISADVANTAGES

  24. BULLET POINT STYLE BULLET POINT STYLE CONCISE SHORTER IN TIME TO THE POINT MORE ALONG THE LINES OF WHAT WE WANT TO SEE WITHIN OUR OWN TIME CONSTRAINTS IT MAY MISS THE IMPORTANT FACTS OF THE STORY THAT WOULD BE RELEVANT IT MAY BE VERY DIFFICULT TO ACTUALLY TAP INTO THE STORY AS THE STORYTELLER MAY NOT BELIEVE THERE IS A STORY WORTH TELLING. DISADVANTAGES ADVANTAGES

  25. WILL TELL THEIR STORY IN BULLET POINTS WILL NOT NECESSARILY HAVE A TRADITIONAL BEGINNING, MIDDLE AND END STORY MAY START WITH THE CONCLUSION MAY LEAVE OUT IMPORTANT FACTS SO EFFECTIVE QUESTIONING WILL BE NECESSARY. NARRATIVE INDIVIDUALS WILL TELL YOU THEIR STORY IN TRADITIONAL BEGINNING, MIDDLE AND END. INTERRUPTIONS WILL DERAIL THEIR STORY. THEY HAVE A NEED TO BE HEARD IN THEIR OWN ORDER OF EVENTS. NARRATIVE BULLETPOINT

  26. YOUR PREFERENCES WILL IMPACT THE QUESTIONS YOU ASK AND THE STORY YOU TELL YOURSELF YOUR PREFERENCES WILL IMPACT THE QUESTIONS YOU ASK AND THE STORY YOU TELL YOURSELF ARE YOU LOGIC BASED? ARE YOU EMOTION BASED? DO YOU EXPECT A LONG NARRATIVE? DO YOU PREFER A BULLET POINT STORY? HOW ARE YOUR PREFERENCES INFLUENCING YOUR QUESTIONS, YOUR PERCEPTIONS OF THE STORYTELLER. YOU MAY BE PUSHING YOUR STORYTELLER AWAY BY GETTING IN THE WAY.

  27. You will be able to ask more pointed and RELEVANT QUESTIONS. You will EMPATHIZE MORE. The storyteller will SAY more. You will be able to more effectively determine the CREDIBILITY OF THE STORY

  28. SAFETY IN THE PROCESS SAFETY IN YOU. WILLINGNESS TO SHARE A MORE GENUINE TRUTH

  29. A Little About Children Interviewing A Little About Children Interviewing Establishing SAFETY is a MUST!!! Rapport is must. You cannot underestimate the power of safety and rapport with children What are some things you can do to establish safety?

  30. CONCLUSIONS AND FOLLOW UPS CONCLUSIONS AND FOLLOW UPS You may either encounter a SLOW PROCESSOR Or a FAST PROCESSOR. Slow processors cannot make decisions on the spot. They will feel taken advantage of. Fast processors can make decisions on the spot. For slower processors you will notice hesitancies in agreeing to certain premises that may seem obvious to you.

  31. Slow Processors Slow Processors It is futile to attempt to pressure slow processors to share their story before they are ready to do so. You may need to schedule a follow up with them or use some other mechanisms to help them tell their story and come to agreements. Emails are a good way for them to process. You need to lengthen the time you take on the actual wrapping up of the case.

  32. FAST PROCESSORS FAST PROCESSORS If you schedule a follow up with a faster processor they will lose credibility in you. Be willing to finish your job immediately and on the spot. Finishing may mean writing up a quick email with tenets of the agreements you came to and tenets of the discussion you had with them and a list of expectations. Your conclusion can take 10 minutes no follow ups necessary.

  33. Tapping into the Story: Summarization Tapping into the Story: Summarization Rapport Building. Assess individuals from the moment you meet them. Don t waste time. Through Authentic and Genuine Purpose and knowledge of you who are as the listener Respect towards the individual s style of talking TAP INTO THE STORY Adjust your expectations and modify your process Allow the possibility of additional information after the formal interview Allow for the possibility of not needing to follow up if the individual does not need it. Effective Conclusions and Setting of Expectations

  34. Courageous listening [to stories] is a form of shared responsibility. As such, it requires and encourages empowerment and ownership of results. It is an acknowledgment of equality and tangible evidence of respect and caring. The highest form of listening is one in which we care enough to discover what is not working in someone else s life, and in exchange for their willingness to do the same for us, communicate our open, honest, caring, humble, respectful assessment of how they might become even better at doing what they want to do, and being more authentically who they already are. The Art of Waking People Up Kenneth Cloke and Joan Goldsmith

More Related Content

giItT1WQy@!-/#giItT1WQy@!-/#giItT1WQy@!-/#