name : Editorial-{name}-Book Review.doc
��ࡱ�>��	�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������[�	���,bjbj����	4Hΐΐ�$������������������,3D�'�wwwwwfff3'5'5'5'5'5'5'$`)�,jY'�fffffY'��ww�n'���f��w�w3'�f3'��VW@ w���������`v�'�'0�'�xl,�(l, l,� ff�fffffY'Y'�fff�'ffff��������������������������������������������������������������������l,fffffffff�	�:	Stories of Life in the workplace : An open architecture for organizational narratology
Larry Browning and G H Morris
Routledge (2012)
�Narratives are communicative acts with an interplay of a kind of dialogue between the sender and the receiver in narratives� sharing.� (Ch. 2) Narrative is a new communication resource for managing and affecting outcomes in organizations. �Narrative appreciation� is akin to music appreciation. In the organizational context, where narratives are based, an organization is defined as a mix of �...  communication systems, including behaviors, technology, economic forces, interesting characters, and bureaucratic structures, all of which are grist for members� stories that make sense of organizational life.� (P. 34) Some of the narratives which serve as examples for the book are drawn from biographies of famous leaders or histories of organizations, stories veering around the coffee tables during the regular daily interaction at work; sales presentations; briefings; reports; recruitment interviews; press releases; consultations; carpools; team briefings; hallway conversations; lunch breaks and retirement ceremonies. In the context of organizational narratology, �open architecture� implies facilitation of free lively exchange between those interacting; creativity from either parties; involving the listener to �complete� the �incomplete� story with his own interpretation and �sensemaking� of the �reality�; and, finally, the �openness� of the narrative itself as well as what constitutes as �organizational� per se. 
The authors have drawn heavily from the existing literature on narratives in diverse contexts and settings, to serve as a take-off for substantiation of the each of the six �angles� as delineated in the paperback. And, these six �angles� have their individual applications. The six �angles� are nothing but the six approaches towards building up and interpretation on organizational narratology, and, the �explanation� implies the success of the narrator to evoke the needed response from the listener: 
ANGLEEXPLANATIONAction, motivation, and moral outcome (evaluative component of the story)Explanation (attempting to give a definitive interpretation to the events in the story, and, establishing the causality between them)Sequence and locale (the spatio-temporal dimension of the narrative)Imagination (creating a hypothetical imagery of the story through indirect experience) Character and identity (leading to an assessment of the actors involved in the story)Celebration (interpreting the actor�s character and attitude using the best judgment)Interest and memory (the potential of the story to engage a listener, and, the selective recall by the narrator)Transportation (forcing the listener to be transported to the �scene of action� with powerful imagery from his present place)Aesthetics (powerful narration to dramatize the story evoking sensory responses by the listener)Circumspection (letting the listener to reflect on whatever occurred in the past, and, hypothesize on the future, in the context of the story-line)Complexity and control (Appreciation of the unpredictable and uncontrollable conditions)Elevation (creating heightened sensory awareness where the audience is shifted from a dulled to a thrilled attentiveness and from a base to an elevated horizon of possibilities)
Throughout the book, the terms �narrative� and �story� have been used interchangeably. A story needs to be structured, and, well-ordered. This implies the assemblage of components or ingredients which the narrator invokes in the story- the weather, the red phone, the drive toward something, the opponent whose views are flawed, the sponsor, etc. The plot of the narrative should be explicitly told to bring together the characters, events, and, the time into a plausible explanation. As a part of the ordering, and, hence a symbolic construction, is what is called visualizing. 
Organizational narratology results in vicarious learning by the recipient. By identifying oneself with the actor, and, the story-sequence, one gains knowledge from others� achievements. Vicarious experience (Ch. 5) involves transporting people out of their safe, workaday environments to the action-scene of the story. Further, a good contextual story involves the situation or event into which the story is introduced and back to which the storyteller and audience return when the story is finished (Ch.6).  The chapter seven of the book is titled �The Beauty of Narratives in the Workplace�. Stories are aesthetic in that they allow for the exploration of feelings, identity, and, meaning. The phrase �life in the workplace� in the book-title is used to bring home the broader definition of the workplace individuals ranging from hourly temp workers to the directors as well as entrepreneurs. As for the aesthetics of the stories at the workplace, this is seen in many commonplace instances like- a chef pleasing a discriminating diner, or, a therapist using her insight to help a client transform meaning. 
In a typical sales environment, the very dynamism of the market invites complexity (Ch. 8), in so far as the revised understanding of the target customers is concerned. Thus, the marketing and sales professionals regularly talk about the difficulty and complexity of understanding and listening to the changing interests and needs of a customer. �Customers ... are good examples of stakeholders who have an eye toward control, especially when something goes amiss. They legitimately ask the question: how are you controlling performance?� (p. 135). Thus, many things are beyond one�s control. This unpredictability entails complexity. In organizational narratology, complexity generates interest, in so far as the blanks and gaps in the story propel a listener to fill them with his own interpretation. Thus, a narrative arms itself with the ability to encapsulate complexity by including parts that allow for vagaries and surprising happenings that a more rational form for assessment cannot handle. Narratives, thus, are historical, technical, and simulation analyses of processes over time. And, these result in unpredictable outcomes. 
The last chapter of this book is titled, �Representing narrative realities�. Throughout this book, the authors have advocated wide latitude in what counts as a story and the authors have aligned themselves with a democratic theory of narratives. It may be appreciated that different narrators have different points of view and that different readers/listeners bring different interpretative resources to narrative interpretation. Therefore, narrative realities are contingent and local. It is contingent upon who is the narrator, for whom is the narrative tailor-made, and the context in which a story is told. 
In hindsight, the book focuses on the narratives� utility in organizational context, generating vicarious learning, invoking imagination, and, evoking sensory response by the listener. Narratives are nothing but a repository of human experience, and, serve as a data source for interpreting and analyzing narrative reality in organizations. The authors conclude, �realizing that a call for an open architecture means that rather than tapering off to a definitive conclusion, our end game is to invite still other interpretations of concepts and applications.�(p. 167)
The book is a 2012 publication by Routledge. There are 9 chapters in all, preceded by a preface and followed by notes, references, subject index and author index. The authors of the book are Larry Browning and G H Morris. Whereas the former is the Professor at the College of communication at the University of Austin, and, an Adjunct professor of Management, Bodo Graduate school of business at the University of Nordland, Norway, the latter is the Professor at the California State University at San Marcos. The book is available in a paperback, and, the cover design is set against black background, with a small rectangular shaped sketched painting showcasing �open architecture� of a building. The building overlooks the rest of the city (with its towering sky scrapers). The painting has well-dressed gentlemen and a lady in official attire. They are typical business-managers, and, seemingly too busy for the mundane life, apart from their regular official chores. This cover page description was an attempt at narratology for the readers from my side! I hope it was interesting enough! 
The authors claim to have used the ecumenical approach to narratives which helps in understanding and accepting the permeability of the boundary between people�s lives outside organizations and their lives inside the workplace. The book is original in the sense that it broadens the understanding of narratives in the typical organizational context. Whereas on the one hand, the diversity of stories in myriad contexts is appreciated, the selection could have been more focussed. Perhaps, the title of the book could have been shorter and crisp. Nevertheless, the book shall find a diverse section of readers among several disciplines, apart from those interested specifically in narratology.  
Submission by:
Stuti Saxena,
Fellow,
National Innovation Foundation,
Ahmedabad.
B-1, Satellite Complex,
Premchand Nagar, Premchand Nagar,
Satellite,
Ahmedabad. (Gujarat) Pincode: 380015              
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