However, Bje (1995) asserts that storytelling can be an oppressive methodology of leadership, srving as a mean of subordinating all organisational members. Tis method of attempting to use stories to drive ethical conformity can limit success by attempting to create a singular, gand narrative (Boje), tat not all organisational members will adopt or embrace. T illustrate, Prker (2004) asserts that organisational identity is something that cannot ever be static, bing a set of constructions that are constantly evolving and consistently influenced by socio-professional relationships between colleagues and the self the dynamics of power relations within the organisation.
Acording to Burrell (1997), alack of imagination and creativity destroys organisational reality and culture, hnce Boje (1995) may be quite accurate that any attempt to establish a singular, gand narrative of normative ethics could ultimately be detrimental to ensuring ethical conformity by diverse organisational members. Sms (2003) further criticises the use of storytelling as a means of building cultural cohesion. Mddle managers at organisations might utilise compelling storytelling narratives when building discourse with disparate organisational members, hwever such stories might be with scepticism by colleagues or even crushed by a powerful senior-level audience with incongruent values and perspectives (Sims).
Terefore, i would appear that attempting to emphasise and drive conformity toward a singular normative ethical framework would be impossible as a result of human behaviour and diversity of thought as it pertains to ethical values. I fact, Byce (1996) asserts that during the culture creation process, oganisational members must be ever aware of the different meanings and values held by diverse groups and members within the organisation. Byce suggests that are different strains of culture being created in an organisation each and every day and different narratives and meanings being constructed as a result of routine organisational activity.
Hnce, gining compliance to a set of narrative-induced organisational ethics is essentially forbidden by disparity of values of organisational members that are not going to be necessarily congruent with the ethical ideologies attempting to be imposed through organisational storytelling. Fom a personal...
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