Some practitioners find that stories define the culture of an organization much better than any set of published corporate values can. To this end, they advocate using anecdotes, questions and stories to find what really is going on at any given moment in a corporate environment.
True, this might not instantly show up on the shareholders report, but it seems likely that these stories indicate the direction and, ultimately, the fate of the company: Think about history: what civilizations had the greatest stories? which one had the meanest?
The one that concerns me now is about blame and capability perception: no good deed goes unpunished, and an interesting quote from this is
If the culture is broken, the fastest way to make enemies is to do more than everyone around you.
Poor Bob was obviously above average: faster, productive, perhaps a little bit intense. Why was he so despised? How could that attitude be fixed?
We are not logical machines, and our right brain limits a lot of what we do – perhaps Bob didn’t take showers, perhaps he was so intensely bent over his machine that neglected to talk to other developers. Still, why did the devs had to find a scapegoat? Again, corporate culture and soft leadership.
As Murray and Gottman say, is about the relationship between the agents, not the characteristics of those same agents. We have to approach management and leadership then through a relationship filter, identifying dynamics and egos as well as ROI and POS.