However, in this new age of uncertainty, we need more flexibility and responsiveness than can be readily provided by a mechanical understanding of an organization. We need abilities to sense change on receipt of partial data, to respond in such a way as to reduce uncertainty of the organization but not for the competition, and to make one's own organization be in the right place at the right time. These are the survival characteristics of the modern resilient organization. Intellectual capital is too diverse, too complex, and too heavily dependent on individuals and communities who do not behave rationally. Storytelling could provide a useful tool for capturing and disseminating knowledge in organizations.
Stories are already a necessary part of an organization's life.
They are told around the water cooler, confidentially whispered in the elevator, distributed via email. Moreover, organizations are beginning to understand that storytelling is not an optional extra. Stories are something that already exist as an integral part of defining what that organization is, what it means to buy from it, what it means to work for it. These are the early days in understanding the use of stories in a modern business.