Presentation for the PNI Institute on the development of continuous applications of storysharing, sensemaking and change management with examples in Healthcare and Public Transport.

1. continuous PNI
Some observations on merits,
values, challenges and barriers
Dr. Harold van Garderen
Presentation for the PNI Institute meeting d.d.
Friday January 13, 2017

2. P h o t o : A n d r i u s A l e k s a n d ra v i č i u s
cPNIprojects
Collection
Sense
makingReturn
Intervention
Catalysis
PNI
Planning
Figure from Working with Stories in Your Community or Organization:
Participatory Narrative Inquiry by Cynthia F. Kurtz.
cPNI solutions
develop through
iterative application
of(full) PNI cycles
Continuous can
mean “daily”, but
also frequent/
periodic

3. P h o t o : A n d r i u s A l e k s a n d ra v i č i u s
cPNIprojects
Collection
Sense
makingReturn
Intervention
Catalysis
PNI
Planning
Figure from Working with Stories in Your Community or Organization:
Participatory Narrative Inquiry by Cynthia F. Kurtz.
cPNI solutions
develop through
iterative application
of(full) PNI cycles
Continuous can
mean “daily”, but
also frequent/
periodic

4. PNI is certainly useful for gaining Insights on a project basis. But services
organisations deal with day2day fluctuations. For example patient experience and
security. That is why cPNI seems a more natural fit for them than for product-based
organisations unless the products are part of services delivery.

5. Same holds for applications related to Human Resources. When employees have daily
contact with customers, the need for cPNI is more prominent than for example in
office-based organisations. Governments and municipalities seem to work mainly
project based thus far ….. unless in security and safety (previous sheet)

6. Sometimes it takes a few initial mini-applications (we call Inception projects) to find
the right combination of needs and resources for a novel customer. Next an Insight
project can be done to delivery deeper Insights and to lay the foundation (StoryForm,
StoryDashboard, respondents, etc) for continuous application.
The conversion of one-off to continuous however often takes subsantial changes to all
aspects: planning, collection, catalysis, sensemaking, interventions, return. In an
Impact project often lots of new stakeholders are impacted which is good but can be
challenging.

7. Helpingstories??? R e p e a t e d m o t i v a t i o n
D o e s t h e S t o r y F o r m m o t i v a t e
t o s h a re a n o t h e r S t o r y n e x t
t i m e ?
O rg a n i s a t i o n a l D r i v e
D o e s t h e c u s t o m e r
o rg a n i s a t i o n d r i v e t h e
s h a r i n g p ro c e s s ?
N e t w o r k m o t i v a t i o n
D o s t o r i e s f ro m o t h e r u s e r s o r
i n s i g h t s o r c h a n g e s re i n f o rc e
t h e w h o l e p ro c e s s ?

8. F i re P l a c e
A p l a c e t o m e e t , w h e re i t i s
w a r m a n d c o s y ( a n d / o r
i n t e re s t i n g ) , s o t h a t s h a r i n g
e x p e r i e n c e s w i t h t h e n g ro u p ,
f e e l s n a t u r a l o r h e l p f u l .
D i a r y B o o k
Yo u r p r i v a t e l i t t l e
c o r n e r t o re f l e c t
o n t h e d a y, b u i l d
a s e r i e s o v e r t i m e
a n d s h a re i n
c o n f i d e n c e w i t h
v e r y f e w
S t o r y P o i n t
A p l a c e t o d ro p
y o u r i n d i v i d u a l
o b s e r v a t i o n o n
v e r y p u b l i c i s s u e s
s u c h a s
i n t e r n a t i o n a l
t re a t i e s
VarietyConnectSystems

9. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

10. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

11. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

12. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

13. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

14. Family-directedcare Challenge
Move from a professional Qualitymark
organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence)
Over 5000 experiences, some 250
per month. 11 hospitals have adopted
the Golden Smiley.
Results
Based on StoryReports (3/yr),
hospitals spot and act on issues and
opportunities found.

15. Family-directedcare Sharing & evaluation of meaning
Children/parents are elicited (quided asking) to
share a specific story from all their experiences
and answer some questions about them

16. Family-directedcare Sharing & evaluation of meaning
Children/parents are elicited (quided asking) to
share a specific story from all their experiences
and answer some questions about them
In your experience staff acted?
Straight from the heart
Only using their brain Just with their hands

17. Customerexperience Challenge
Assess customer experiences on
control, freedom and hospitality for
Dutch Rail
Status (Insight —> Insight,
Impact)
Sending out over 50.000 tweets to
260.000 @ns-online followers
harvested some 800 stories and
Results
Lots
Insights over entire customer journey
Good and 2bimproved staff practices
Passenger-passenger interaction

18. Customerjourney Please note
PNI tends to
augment positive
and negative
experiences
So its not
representative nor
validated in the
classical sense
It’s ideal for early
warning- and
improvements, but
it ain’t the perfect
solution for
everything

19. Customerjourney Please note
PNI tends to
augment positive
and negative
experiences
So its not
representative nor
validated in the
classical sense
It’s ideal for early
warning- and
improvements, but
it ain’t the perfect
solution for
everything

20. Staffcentral
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3

21. Staffcentral 1
2
3
4
More insights
Cluster 1 shows
that being valued
relates strongly to
staff
Cluster 2 shows
control relates to
delays and “other”
Cluster 3 connects
“atmosphere” to
freedom
Cluster 4 is
suggests not being
valued relates to
delays and
crowdedness
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3

22. Staffcentral 1
2
3
4
More insights
Cluster 1 shows
that being valued
relates strongly to
staff
Cluster 2 shows
control relates to
delays and “other”
Cluster 3 connects
“atmosphere” to
freedom
Cluster 4 is
suggests not being
valued relates to
delays and
crowdedness
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3
Observing patterns in the data, combining multiple data
items and subsequently digging deeper into the stories
and vice versa to develop competing hypothesis of what
might be going on is at the heart of catalysis
Once that is done, it is ideally the customers jobs to make
sense, draw conclusions, design a set of interdependent
experiments, carry them out.
Meanwhile the “whole” process continues (and practice
evolves) so that impact due to the experiments and/or
autonomous developments might co-occur and mingle.

23. Take home messages
cPNI seems to fit best with and appeal to services intensive organisations
Keeps the “softer side” into or near to the focus of attention w/o becoming “too playful”.
cPNI is not simple continuous application of an existing PNI application
It takes changes in the StoryForm
Organising a continuous stream of responses ain’t straightforward
Various incarnations of the StoryDashboard are needed
Operational, “Research” and “Quality”, Management
Further innovation of the application must be aligned with making the customer
organisation less dependent from “you”.
So organise for Independence. Especially for change management applications.
Work with specialised partners to achieve this

24. Thank you
Marco Koning, Msc
marco@storyconnect.nl
Erwin Duurland, Msc
erwin@storyconnect.nl
dr. Tom Porter, Msc
tom@storyconnect.nl
dr. Harold van Garderen
harold@storyconnect.nl