Ultimate Guide To Anecdote Circles PDF

A practical guide to facilitating storytelling and story listening
The Ultimate Guide

to Anecdote Circles
www.anecdote.com.au
T H E U LT I M AT E G U I D E T O A N E C D O T E C I R C L E S
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The Ultimate Guide

to Anecdote Circles
2006 by Anecdote Pty Ltd

Licensed under the Creative Commons License, Attribution 2.5
http://creativecommons.org/licenses/by-nc-nd/2.5
A practical guide to facilitating storytelling

and story listening
Please feel free to copy or distribute electronically via email or blog to anyone you think
would benet from this eBook. And if youre interested in more information on storytelling and
story listening, visit our blog at http://www.anecdote.com.au and let us know your thoughts
Warm regards,
Shawn Callahan, Andrew Rixon, and Mark Schenk
Shawn Callahan is
one of Australias most
experienced narrative
practitioners, with hands-on experience
in conducting narrative projects for
organisations including IBM, Department of
Defence, NAB, Australia Post and
BHP Billiton. A consultant and researcher
for more than 15 years, Shawn has
undertaken learning and change projects
on a variety of topics.
www.anecdote.com.au
Andrew Rixon, PhD,

gained his rst exposure
to story and narrative
whilst working in Boston during the dot.
com boom (and crash). He found himself
hooked after attending some of the rst
workshops on storytelling conducted by
Dave Snowden and Steve Denning at the
Institute for Knowledge Management.
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Mark Schenk has

broad experience in the
organisational dynamics,
knowledge management and narrative.
He is a regular speaker and author on a
range of topics relating to KM and
narrative, and has completed numerous
client projects in these areas. Mark has
extensive experience in developing
knowledge strategies and in growing and
sustaining communities of practice.
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How weve arrived here
Storytelling.
Storytelling is a powerful tool for organisations for learning, change, and even evaluation.
We are all storytellers, and organisations are full of stories.
In some ways, there can be nothing more natural
than sharing stories and experiences. Just think
about what you do when you relax with your family
and friends you share stories. Our work with
organisations has taken us on a journey through
the systematic use and application of story in
organisations. This guidebook for Anecdote Circles
is a result of that journey.
www.anecdote.com.au
As with any journey, there are guides who help to navigate.

Our journey into the practice of Anecdote Circles has been
inuenced and guided by a few key people, including;
Dave Snowden and Sharon Darwent from the Cynen Centre
(now known as Cognitive Edge); Brian Bainbridge, with his
introduction and continued conversation on open space
technology (over yum cha); Viv McWaters, with her subtle
forms of persuasion to get us involved in improvisation
as a way to continue learning about facilitation and story;
and nally Bob Dick, our wise counsellor in many aspects
of narrative techniques.
Anecdote is a consulting rm that

specialises in helping organisations
to tackle complex problems like
organisational change, learning
and evaluation using story-based
techniques.
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Whats our purpose?
Stories.
Business people love stories, but most of them just dont know it yet. Luckily, many of the worlds
leading business thinkers and business leaders point to stories as vital in understanding issues like
organisational learning, cultural change, leadership and evaluation.1-8
Using story-based approaches assumes one important
element: stories. Storytelling is in our nature, but it seems
that many of us have lost or forgotten the gentle art of
listening to and telling stories, especially in organisations.
How can you elicit stories? How can you help people share
their stories? How can you facilitate Anecdote Circles?
How can you become a skilled story listener?
This guide is for anyone wanting to review the ways to
foster story listening and storytelling. In particular, we
focus on the art and science of running Anecdote Circles.
In writing this guidebook we have drawn upon our collective
experience running hundreds of Anecdote Circles and
www.anecdote.com.au
we distil here our practical know-how, which covers the

seascape of skills, tricks, tips and exercises useful in running
successful, fun and inspiring Anecdote Circles.
For us a seascape is an apt metaphor, because running
narrative projects is like navigating an uncharted and
unpredictable sea. The end-point is unknowable in detail.
We will tack back and forth as we discover new routes and
avoid looming disasters. At times it will be exhilarating,
while at others it will be uncomfortable, even uneasy.
Those on the journey will learn about themselves, their
fellow travellers, and the seas that they traverse.
In this guide
we will cover
the following:
Preparing for the voyage
Designing and developing
story themes and story-eliciting
questions
Setting sail
The physical space, guidelines
and the warm-up
The long haul Being a story
listener and supporting the group
Surviving stormy weather
The return The warm-down.
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Why bother with Anecdote Circles?
Whats really happening?

Interviews and surveys are no longer sucient to nd out whats really happening in your business.
Organisations are becoming more complex every day and, as the number of connections increase,
ANECDOTE CIRCLES CAN

BE USED AS A PROCESS :
to overcome the limitations
of traditional interview and
survey approaches
for team and relationship
building
understanding root causes becomes impossible. We need a way to make sense of the messiness we face.
for learning lessons in

project teams
Interviews and surveys typically come laden with
for conict resolution
pre-determined thoughts of what the investigators

might nd, and interviewees and survey respondents
seem to fall into a mode of response based on what
they think the enquirer is wanting to hear.
www.anecdote.com.au
Stories and anecdotes reect the messiness, reveal values

and beliefs, and when told in a group, create an informal
environment of exploration that invariably reveals insights
one could never predict from the outset. Anecdote Circles
are how we discover these stories. But that is not all.
to help collect stories for

evaluating intangible,
difcult-to-evaluate projects.
Anecdote Circles are more than a story-elicitation

technique; they are an intervention in themselves. Some
might say you shouldnt start to run Anecdote Circles unless
you are really serious about change. Once an anecdote
circle process is started, the change has already begun.
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The philosophy behind Anecdote Circles

To some, Anecdote Circles may appear like Seth
Godins amusing turn of phrase, Yak shaving.9
Yak shaving is the last step of a series of steps
that occur when you nd something you need
to do.
A few words before

we embark.
An anecdote circle diers from a focus group
in one specic way: there is a lack of focus.
Yes, we explore themes, but we are not testing
a hypothesis or searching for a single correct
answer. An anecdote circle is less concerned
with the groups opinions and judgements;
rather, it seeks to elicit experiences, anecdotes
and stories.
www.anecdote.com.au
I want to wax the car today.

Oops, the hose is still broken from the winter.
Ill need to buy a new one at Home Depot.
But Home Depot is on the other side of the
Tappan Zee bridge and getting there without
my EZPass is miserable because of the tolls.
But, wait! I could borrow my neighbors
EZPass...
Bob wont lend me his EZPass until
I return the mooshi pillow my son
borrowed, though.
Common sense tells us to avoid shaving yaks.

While we agree you can waste heaps of time on
such sidetracks, there is a time and place for yak
shaving: you can discover many useful things on
these journeys. Who would have known that
pillows can be stuffed with yak hair? And
everyone needs a pillow on a journey, right?
Anecdote Circles encourage a semi-controlled
yak shaving, and this is their strength. Each
anecdote told triggers memories of past events
that, in many cases, havent been thought about
for years. The stories, in turn, reveal the values
of the tellers and through them the values of
the organisation they work in. Yak shaving turns
out to be an essential process.
And we havent returned it

because some of the stufng fell
out and we need to get some yak
hair to restuff it.
And the next thing you know,
youre at the zoo, shaving a yak, all
so you can wax your car.
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Preparing for the voyage

The want of a chronometer for the voyage was all that now worried me. In our
newfangled notions of navigation it is supposed that a mariner cannot nd his
way without one; and I had myself drifted into this way of thinking. My old
chronometer, a good one, had been long in disuse. It would cost fteen dollars
to clean and rate it. Fifteen dollars! For sucient reasons I left that timepiece at
home, where the Dutchman left his anchor. I had the great lantern, and a lady
in Boston sent me the price of a large two-burner cabin lamp, which lighted the
cabin at night, and by some small contriving served for a stove through the day.
Joshua Slocum (1900) Sailing Alone around the World
As in all expeditions and voyages there is a need for preparation. Preparation

provides for those things that we expect to happen during the voyage and helps
us deal with surprises. Ironically, preparation also helps us improvise.
I N P R E PA R I N G TO RU N A N A N EC D OT E C I RC L E
W E T Y P I C A L LY F O C U S O N T H R E E K E Y A S P E C T S :
Designing effective themes
Selecting participants and the invitation
Crafting story- or anecdote-eliciting questions.
www.anecdote.com.au
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Designing
eective themes
While Anecdote Circles lack focus, they do have
a general direction which is provided by the
themes we choose to explore.
We try to keep the number of themes to a minimum, as the
discursive nature of the enquiry expands to ll the allotted
time. Weve found that three or less is a good number for
a typical 90-minute anecdote circle. The themes that you
choose inform the design of the story-eliciting questions.
SOME EXAMPLES OF THEMES WHICH WE
H AV E E X P L O R E D A R E :
Staff morale
Achieving the best from staff
Risks and rewards
Workplace safety
Talent management
Leadership.
Exercise: To generate a set of themes, invite the project team to individually

brainstorm as many issues they can think of that are relevant to the planned
investigation. Then assemble the team around a whiteboard and brainstorm,
as a group, all the issues of interest. Cluster the issues and name each cluster.
These cluster names become the name of the themes.
www.anecdote.com.au
Selecting participants
An anecdote circle normally sees a
group of people (from four to 12) come
together to share their experiences
around one or more themes.
The participants might have performed the
same role in the organisation, worked on
projects together, or formed part of a larger
cohort of people within the organisation.
These people are often peers.
Tip: It is important that the participants share a common
identity or experience. For example, if you are tackling a
company-wide issue such as aligning brand and customer
service, then you might select people who identify as
customer service specialists or people responsible for
developing the brand strategy. Conversely, if the boundaries
are tight and dene a project team, then people who identify
with the team should participate. Bringing participants
together who are peers can bring an anecdote circle to life.
Participants will have a common level of experience and
understanding and they will often nd their stories sparked
to remembrance on hearing the stories of their colleagues.
Diversity is essential for selecting participants.

Ensure the participants consist of a mix of
characteristics such as age, gender, length
of service, race, role, seniority, cynics
and enthusiasts, and inuential and well
networked participants. As a rule of thumb,
aim towards engaging about 10% of the
target population in your selected group
of participants. Of course this heuristic breaks
down as organisations get larger.
Anecdote: It is important to avoid including people in the
Anecdote Circles from different levels in an organisations
hierarchy. We remember one anecdote circle in which we
included the managing director, his direct reports and a
couple of people from the next level down in the hierarchy.
In the middle of a junior staff members retelling of an
experience, the managing director blurted out: Thats not
what happened!. And with that short outburst, the session
was effectively over! Everyone clammed up. It is important
to remember that these sessions work best when only
peers are present.
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The invitation
Ideally its best to seek
volunteers to participate
in Anecdote Circles and
an open invitation can be
effective. The following
anecdote circle invitation
provides an example of
the style of language and
content which you might
include in preparing an
invitation to join and
participate in Anecdote
Circles.
Sometimes a more directive
approach is needed,
especially when people are
reluctant to volunteer
to attend. The style and
tone of the invitation can
help to encourage and
foster interest around the
anecdote circle event.
www.anecdote.com.au
Example
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Crafting story questions

Collecting anecdotes is at
the heart of any narrativebased project. Encouraging
people to volunteer
their much loved stories
hinges on creating a safe
environment, establishing
trust and asking effective
questions. The following
four steps describe how
to craft good questions
that will call forth an
enthusiastic story-lled
response.
Step 1
Conrm the themes of
the anecdote-elicitation
exercise.
Keep your themes at the forefront of your mind when
developing your questions. Aim to develop two or three
story questions for each theme.
Step 2
Use the same language
as the participants.
Phrase the questions in the language of the storytellers.
For example, the project objective might be
How do our leaders really operate?.
Brainstorm the words that people commonly use for leaders
in the organisation. This might include roles such as:
Team lead
Manager
SME
Partner
Bid manager
Band 10
Executive
Senior management group
Advisors
Use these words in your questions.

You might also brainstorm examples of what you think leaders
do in the organisation.
www.anecdote.com.au
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Step 3
Use emotional words in the question.
Eliciting anecdotes rests on the questioners ability to
help people remember their past. People frequently link
past events with strong emotions, and using emotional
words helps people to conjure those memories. Ensure
that you include both ends of the emotional spectrum in
the question so as not to inuence the direction people
choose to answer. For example, dont just ask When have
you felt disappointed?. Rather, ask When have you felt
disappointed or pleasantly surprised?.
Here are some emotions you can use in your questions
where possible select the more extreme version. Pose
these emotions from a personal perspective; for example,
try prefacing the questions with a phrase like When have
you felt?.
www.anecdote.com.au
When have you felt

frustrated
excited
proud
pity
elated
joyous
despondent
rage
angry
condent
courageous
remorse
exhausted
nervous
accepted
sad
awed
depressed
disgusted
surprise
timid
fearful
embarrassed
worried
disappointed
shocked
amused
unhappy
kindness
friendship
happy
respect
honoured
hopeful
jealous
appreciated
stressed
relaxed
close
distant
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Step 4
Build the question.
People remember events when they can picture an image
reminding them of a specic situation.10 Combine this idea
with the suggestion of adding emotion and you have the
two building blocks to create good questions.
THEN ADD THE OPEN QUESTION WITH THE

EMOTIVE WORDS:
F I R S T S TA R T W I T H A N I M AG E - B U I L D I N G
PHRASE:
Notice there is a spectrum of emotions, which increases

the chances of a memory being triggered by the question.
Tip: Use when and where questions. In our paper How to use stories to
size up a situation 11 we point out that when and where questions are more
effective in eliciting anecdotes than how and why questions, which tend to
draw out judgements and opinion. When crafting your open questions, put
emphasis on the when and where questions.
Think about
Imagine
If
Consider
For example, Think about a time when you were given
advice by your manager.
ADD AN ADDITIONAL SENTENCE OR TWO
TO ENHANCE THE IMAGE :
This might have been done formally in the ofce or
perhaps outside the formal environment.
www.anecdote.com.au
When have you been annoyed, ecstatic or perhaps just

surprised by what you were told?
Exercise: Check out your local playback

theatre. Playback theatre is a form of
improvisation theatre where stories are
invited from the audience and then enacted
by the improv actors. Its a great place to
see both how the director/facilitator asks
questions to elicit stories as well as how
he/she interacts with the audience to
create a safe atmosphere for stories.
Simply asking people to tell stories rarely results in stories

being told. In fact people are often confused when you ask
for stories, thinking they might have to concoct an event
or perhaps demonstrate Hemingway-level storytelling.
Consequently, we suggest you avoid the term story and
use terms like: examples, illustrations, experiences.
Tip: Once you have crafted your anecdote-eliciting questions, try them out
on a small group to see their response. This can help further develop your
story questions as well as helping you understand how to ask them. Having
clearly developed and delivered anecdote-eliciting questions can help to
take some of the anxiety out of asking the questions.
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Setting sail
At last the anchor was up, the sails were set, and o we glided. It was a
short, cold Christmas; and as the short northern day merged into night,
we found ourselves almost broad upon the wintry ocean, whose freezing
spray cased us in ice, as in polished armor. The long rows of teeth on the
bulwarks glistened in the moonlight; and like the white ivory tusks of some
huge elephant, vast curving icicles depended from the bows.
Herman Melville (1851) Moby Dick
Embarking on the voyage begins before the ship sets sail. Part of the experience
of setting sail occurs in those rst few moments of boarding the ship, stowing
luggage and getting ready for that moment of leaving the dock. A smooth boarding
experience contributes to the overall atmosphere and experience a bon voyage.
The experience of an anecdote circle begins as soon as the participants arrive at the venue,
meet the facilitator and other participants, and experience the physical space. The atmosphere
further develops as the guidelines are explained. The warm-up prepares the group for that
moment of departure when the anecdote circle facilitator asks the rst anecdote-eliciting
question. There are times, however, when Anecdote Circles have launched without ever needing
to ask the rst question. The ship set sail anyway and you just need to hang on for the ride.
www.anecdote.com.au
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The physical space

With the heart of the anecdote circle
being about people feeling able to share
their experiences in a warm and friendly
environment, the physical space is the rst
key to establishing such an environment.
The layout of a circle of chairs is a great way to bring
everyone together. The circle, unlike other geometries
(squares or rectangles), has no implicit hierarchy.
Psychologically this can help create a statement of
everyones equal here. It also helps the anecdote circle
facilitator to become invisible and simply be considered
a member of the group.
Arranging the chairs around a table can help people feel
more secure. It also provides for easier set-up of recording
equipment.
Food is a great facilitator. Food easily breaks down barriers
and can be one easy step towards a warm, engaging
physical space.
Tip: If you know that one of the participants talks non-stop, sit them
next to the facilitator rather than facing. If they face the facilitator, they
feel encouraged to tell the facilitator all they know. Facing away from
the facilitator seems to reduce their desire to talk too much.
www.anecdote.com.au
Guidelines
"The rst step towards getting somewhere is to decide
that you are not going to stay where you are. 12
Without making guidelines explicit,

people will maintain their usual
conversational habits.
For the most part, this doesnt include being a
listener. People love to share their experiences,
their stories. Without guidelines, this often
means that people, when reminded of their
own experiences, will jump in and over the top
of someone already sharing their story. At their
core, the participant guidelines encourage
people to be respectful listeners throughout
the anecdote circle process. And it is far easier
to record if people arent talking over each other.
Anecdote (From Mark): When opening the AC and
explaining the guideline Dont disagree, take the opportunity
to tell your own experience of the event, I generally use the
metaphor that we all live in a house with many windows. Each
of us has our own window and we can each look out our
window at the same event and perceive it differently. So its
not about determining whose view is the correct one, its much
more about understanding and exploring the differences.
PA R T I C I PA N T G U I D E L I N ES :
Focus on providing examples, your
experience, anecdotes and stories
Allow your colleagues to complete their
anecdote without interruption
Rather than disagree with someones story,
tell the story the way you remember it.
Dave Snowden has taught us that there is also

an intriguing paradox to consider in narrative
work: if you force people to tell the truth, they
lie; and if you allow lies, they tell the truth.
The content of the stories is less important
than the meanings they convey. We frequently
encourage people to tell the experiences of
their colleagues: Yes, this hasnt happened
to you, but do you know of anyone to whom
it has happened?.
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The warm-up
As we have emphasised before, obtaining rich
anecdotes from participants relies, in part, on
asking good anecdote-eliciting questions. But
before people will provide their more personally
signicant stories, they must feel comfortable
and relaxed. A short warm-up time is
conducive to genuine sharing.
The warm-up might occupy the rst 10-15 minutes of
a session. In most cases, its useful to begin by sharing
the guidelines, explaining the project, and making
brief introductions. When participants are introducing
themselves, it is often helpful to ask them to provide
an answer to a simple question such as What brought
you here today?. Once people are used to talking and
listening, you can then start collecting stories.
Tip: We have had situations where people have been reluctant to even
answer What brought you here today?. This can often be the case in places
where the culture is not to speak out. In these cases we sometimes start with
a closed question like How long have you worked for this organisation?.
Then we slowly build up, recognising the experience in the room, to create
a space where more open questions may be used.
Anecdote (From Mark): I ran an anecdote circle in June 2006 and, as normal
during the introduction, I explained the purpose of the project and the themes
we would be exploring. One of the participants was so keen to start that I didnt
even get the rst question out. The group was off! The only thing I had to do
for the rest of the AC was to occasionally ask, Can you give me an example...?.
www.anecdote.com.au
The rst anecdoteeliciting questions

Finally it has arrived, the time to
set sail and invite participants to
share their experiences, anecdotes
and examples around the themes
your team has designed.
In some ways, asking the anecdote-eliciting
questions can be like dropping a stone into a
lake a calm, clear, blue lake. Once the stone
hits theres a splash, and then ripples, which
make their way outwards. Finally the ripples
reach the shore.
Asking the story question creates the splash.
People become tuned in. Often there is silence,
as people wonder who might go rst. Finally
the ripples reach the shore and someone pipes
up and says, Alright, if I have to, Ill go rst...
There was a time...
Tip: Offering your own story can be a great way to get

started. The personal anecdote from the facilitator helps
to demonstrate the nature and style of the sharing in the
anecdote circle as well as helping to build rapport with the
group. As in the saying As they start, so they continue,
providing a story will help to garner more stories.
Anecdote (From Shawn): My rst anecdote circle
remains a vivid memory. In developing a knowledge
strategy for a scientic organisation, eight natural resource
scientists were brought together to record their stories.
The theme was research funding and the opening question
was When have you been most frustrated or elated in
gaining research funds?. There was a deafening silence.
I held my nerve and said nothing, and to my great relief,
the grey-haired fellow on my right took a deep breath and
said, Oh alright then, Ill go rst. He told of how he had
to manipulate the system to receive his last funding grant.
After that, the group was relentless. Story upon story
poured forth and, when I wrapped up the session, they
adjourned to the pub to continue the conversation.
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Using audio equipment

You can collect anecdotes
in a number of ways. It
can be useful to record
what people say during
the anecdote circle and
then extract the stories
from the transcript.
Digital recording is cheap
and effective. We use an
Olympus DS2200, which we
nd a reliable and effective
device, but any digital
recorder designed to pick
up a conversation among a
group of four to 12 people
will work.
HERES A LIST OF POINTS TO CONSIDER WHEN

RECORDING A SESSION :
Test your recording equipment before the session. Set up
the recorder, then walk around the table talking at different
volumes. Play the recording back to see whether you can hear
it clearly.
Starting the recording equipment during the warm-up period
gives you and the participants a chance to get accustomed
to the audio equipment. It is your last chance to ensure that
everything is working prior to getting the anecdote circle going.
Tip: After recording the Anecdote Circles, send the audio les for transcription.
The transcription company usually returns the transcript as a Word document.
Most of these companies can return the transcripts within three days or less.
Expect to receive 40 double-spaced pages of transcript for each 90-minute
session. Instruct the transcription company to transcribe exactly what was
spoken but with ums and ahs removed.
Tip: Another approach is to take notes and, after the session, to invite people
with good anecdotes to re-tell them into the digital voice recorder. This can reduce
transcription times. Anecdotes also get better the second time they are told.
Make sure you select continuous recording (not variable

control voice activation).
Have spare batteries.
Ensure you have enough memory for the upcoming recording.
If you are running more than one recording session in a day,
download the audio le to your PC or laptop between sessions.
Keep a spare memory card handy.
Check the recording after each session so that you can adjust
settings if need be for the next session.
With large groups (more than 12), consider using additional
microphones.
www.anecdote.com.au
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The long haul

And thereupon we all entered the cave. It was a large, airy place, with a little
spring and a pool of clear water, overhung with ferns. The oor was sand.
Before a big re lay Captain Smollett; and in a far corner, only duskily ickered
over by the blaze, I beheld great heaps of coin and quadrilaterals built of bars of
gold. That was Flints treasure that we had come so far to seek and that had cost
already the lives of seventeen men from the HISPANIOLA.
Robert Louis Stevenson (1883) Treasure Island
Being an anecdote circle facilitator in many ways resembles the role of tour guide. First, there
is the greeting and the warm-up, getting participants ready to start the anecdote circle. Next,
there is the invitation to explore the themes, taking the participants from one theme to the
next. The participants are encouraged to explore for themselves what each theme holds for
them through their sharing of experiences and stories. Finally, there is the return, where the
anecdote circle concludes.
The anecdote circle facilitator acts as a guide, not a leader. An anecdote circle is working
if the members of the group are telling stories to each other rather than telling them
to the facilitator.
www.anecdote.com.au
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Being a story listener and supporting the group

Facilitating Anecdote Circles is different.
The facilitator takes a low prole. That
can mean reducing eye contact with those
sharing their stories, though remaining
A common practice among facilitators is to
present and listening. Subtle twiddling

with recording equipment knobs can be
lead a group through a process, interpreting
a good low-status behaviour.
each comment, feeding back to workshop
The use of silence is another low-status

technique. When there is silence, savour it, let
it hang. This can help the group to develop its
own sense of pace as well as reinforcing that
you are here as a guide, not as a leader.
participants what they heard, and describing

the possible next steps. As a result there can
be an expectation on the facilitator to keep
a high prole and ll the silence.
As the storyteller, I am like a tour leader through a historic

building. First, I greet my guests and get them in one place,
ready to start the tour. Next, I take them from room to room.
In each room, I rst give them an introduction that will draw
them into the room; then I let them experience the room on
their own. Finally, I gather them up again, elicit their
reactions, then usher them out of the building. 13
Anecdote: At one of our training sessions, after a practice
anecdote circle, a very experienced facilitator resumed her
place with the group and stated, If I am going to be any
good at running Anecdote Circles, I need to unlearn most
of what I have been taught about facilitation.
www.anecdote.com.au
But its not all about being silent. An anecdote

circle facilitator might ask questions like Could
you give an example of that? or What experience
are you drawing on? or perhaps, Tell us more.
Being a story listener often entails digging deeper.
For example, a storyteller might provide a surface
story which has at its core something deeper,
something more potent. As a story listener, you
will often nd that you are essentially giving
that person permission, through your interest
and attention, to dig deeper into their experience
and share their story.
Anecdote (From Shawn): I originally learned to facilitate
Anecdote Circles (they were called story circles back then)
while working in IBMs Cynen Centre. My teacher was
Sharon Darwent who taught me to ask, Can you give me an
example? and to relish silence.
Anecdote (From Andrew): Story ditting14 is the natural
phenomenon of story one-up-manship. One person tells
a story and then another has a better one, and so it goes.
In one anecdote circle, after hearing a great bollocking story
told about some energy-sapping leadership behaviour in a
workshop, I looked to encourage ditting by asking, Can
anyone do better than that...?. And, of course, they could.
And did!
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Research
Anecdote has conducted research on how people experience Anecdote Circles. Ninety people from
one organisation lled in a survey immediately after participating in an anecdote circle. Here are
some of the ndings.
Consider the question, How do groups experience
Anecdote Circles? . Within Anecdote Circles there is a
considerable depth of sharing, and as shown in Figure 1,
an associated feeling of trust within the group.
Figure 1.
Percentage response to:
"Please rate the level of trust experienced within the group"
50.0
40.0
42.2
41.1
4. Strong
5. Very strong
30.0
20.0
15.6
10.0
0.0
1.1
1. Very weak
2.Weak
0.0
Interestingly, those people who had spent less time with

an organisation (up to 5 years) rated the depth of sharing
as more shallow than those who had been there longer
(6-10, 10+years).
3. Neutral
Figure 2.
"Please rate the level or depth of sharing you experienced amongst your collegues"
80.0
61.1
60.0
40.0
20.0
0.0
1.1
1. Shallow
www.anecdote.com.au
5.6
2.
16.7
3. Neutral
15.6
4.
5. Deep
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What percentage of turn-taking do facilitators have

for different group processes?
A facilitator takes a turn whenever they make a spoken
utterance in a group. Turn-taking is a specic metric
developed and used in the eld of conversation analysis.
The gure right shows some statistics based on live
transcript data from various facilitated group sessions
that were recorded.
Figure 3.
"Please rate your experience of the anecdote circle"
80.0
Research has shown people
74.4
enjoy Anecdote Circles.
60.0
40.0
20.0
0.0
0.0
1. Hated it!
12.2
3.3
2.
3. Neutral
10.0
4.
5. Loved it!
OUR FINDINGS SUGGEST:
In a small anecdote circle (three or four people), the

facilitator takes a turn speaking three out of every
ten times
In a large anecdote circle (eight to ten people), the
facilitator takes a turn speaking approximately once
in every ten times.
Figure 4.
Percentage facilitator turn-taking
Percentage turn-taking
In more traditional group facilitation, the facilitator

takes a turn speaking almost every second go
(e.g. facilitator participant facilitator participant)
60.0
Research has shown that

50.27
40.0
the facilitator is often
30.36
20.0
11.90
0.0
Traditional
group facilitation
Small
anecdote group
Large
anecdote group
4.17
quiet in Anecdote Circles.
Open space
Type of facilitation process
www.anecdote.com.au
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Surviving stormy weather

During the afternoon the wind and sea increased greatly, and the Nimrod
pitched about, shifting everything that could be moved on deck. The seas began
to break over her, and we were soon wet through, not to properly dry again
for the next fortnight. The decks were ooded with heavy seas, which poured,
white-capped, over the side, and even the topsail yards were drenched with the
spray of breaking waves. Life-lines were stretched along the deck, and it was a
risky thing to go forward without holding on.
Ernest Shackleton (1909) Shackleton: The Polar Journeys
You will sometimes encounter stormy weather during a part of the voyage.
Stormy weather in Anecdote Circles can arise for a number of reasons.. For example, someone
might be trying to dominate the group, or someone might be telling well rehearsed stories,
or maybe the group is simply having problems recalling any stories. Facilitators can cause
problems. Examples might include not relishing silence, not being relaxed, or simply turning
the anecdote circle into an interview by asking way too many questions.
Often groups will reect and respond to the emotions, attitudes and expectations of the
facilitator. Your approach towards a group, physically and emotionally, can have an impact
on the way the group works together.
www.anecdote.com.au
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When the weather gets dark

In Anecdote Circles, participants freely
oer their experiences and stories.
Sometimes these stories have been sitting under the surface for many years, gathering more
and more emotion. When the story nally comes out, often there is a therapeutic eect for
the storyteller. A feeling of relief. Sometimes tears.
It may be daunting for an anecdote circle facilitator
encountering this for the rst time. Sitting through such
an experience you might think to yourself, Oh my god,
what do I do? or Should I give them any comfort?
or I wonder what the rest of the group is thinking?.
Like the saying Dont just do something, stand there,

it is the way you stand there and support that makes all
the difference. The support you provide should be warm,
accepting and unconditional.15 In many cases, the sharing
of emotion is in itself healing.
Anecdote (From Andrew):

Story after story had been pouring
out. The group was engaged and
sharing their experiences. And then
the group fell silent. Maybe even
reective. Sitting with the silence
I remained present, attentive and
listening. Not feeling the need to ll
the silence, I didnt. A man in his mid
30s, a middle manager, nally broke
the silence and started to share his
experience. Half-way through his story
he stopped. He said a few more words,
then stopped again. It was clear that
his story was bringing forth many
difcult emotions. I remained listening,
present and attentive to both him
and the group. The group was clearly
listening and supporting him. Several
people even helped him through his
story by providing and contributing
other details during his awkward
silent moments of personal emotion,
elements that I couldnt possibly have
known. At the end of his story I could
clearly see what this sharing and
support had meant to both the group
and the storyteller. All of which took
place without me saying a word.
Tip: Be sure to understand an
organisations HR and counselling
processes in case there is a need to seek
help from outside the anecdote circle.
www.anecdote.com.au
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Letting opinions ride

"What happens is fact, not truth. Truth is what we think about what happens. 16
An anecdote circle is less concerned with the

groups opinions and judgements; rather, it seeks
to elicit anecdotes and experiences.
The power of Anecdote Circles lies in their ability to move
from opinions to experiences. It is important for the facilitator
to be mindful of what they are hearing. Is it an opinion?
If so, maybe now is a good time to ask, Can you provide
an example?.
Often opinion is a great conversation starter. You may
nd that someone provides an opinion that triggers
another participant to resonate with that opinion. Asking
that participant to provide an example is a great way to
move the anecdote circle along.
Use your instincts when it comes to asking, Can you provide
an example?. Overdoing it can make the facilitator sound
repetitive and lacking new ideas.
Asking too many questions

A common problem made by new
facilitators is to ask question upon
question compulsively eectively
turning the anecdote circle into
an interview.
When posing the story questions, the facilitator
should be patient and resist the urge to ll the
silence with any other questions. Often the
participants and the group collectively are working
out both the question and themselves. Taking
some time here can help the group to develop
its own pace.
Anecdote: I sat in on an AC with a newly trained

facilitator whose rst action was to stand up and walk
around behind the circle of participants explaining while
giving the introduction. After requests, cajoling and nally
insistence, the trainee sat down. He then asked the rst
question and after a few seconds, he lled the silence
by giving his own answer. I have a good example... he
started and then proceeded to give a ten-minute set of
opinions. It was my worst AC experience. The participants
didnt enjoy it and there were almost no useful experiences
shared by the group. Facilitator behaviour has a huge
impact on the group.
Anecdote circle facilitators will know that an anecdote

circle is working well when they hear members of the
group remind a colleague: Yes, thats your opinion;
but what would be an example?.
www.anecdote.com.au
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A group is unable
to recall any stories
Utilising warm-ups and ice breakers is a great
way to get groups unfrozen.
Occasionally, however, a group will become stuck and be
unable to recall any stories. In this situation, it is helpful
to ask someone to draw a timeline and ask members of
the group to single out important events. This process
can help people to remember and stories then emerge.
Key staff leave
First report
accepted
Got funding
www.anecdote.com.au
Dealing with conict

Conict can arise when there is
a dierential in power, with one
person trying to exercise superiority
or higher status over another or
the whole group.
Interestingly, it is the only form of conict
weve experienced in an anecdote circle,
where a participant attempts to dominate.
Inviting participants to observe the participant
guidelines of respectful listening can help.
Another solution is to invite the participant
to become an observer. It may be that, with
Anecdote Circles focused on people sharing
their experiences rather than specically
delving into debate, argument or opinion,
the anecdote circle provides a platform that
is conducive to a very low level of conict.
Anecdote: Once, on the outskirts of a small village,

there lived an old man. One day, a traveller coming from
a far away land approached the old man and asked him,
How are the people in your village?. The old man
looked up at the traveller and asked, How do you nd
them in your village?. The traveller looked distraught
and replied that his village was full of crime, hostility and
violence and the people werent trustworthy at all. The
old man sadly nodded and answered, I think youll nd
them the same here too.
Some time later another traveller approached the old man
on his way to the village and asked him, How are the
people in your village?. The old man looked at the traveller
and asked, How do you nd the people in your village?.
The traveller beamed and went on to tell the old man how
friendly, empathetic and caring the people were in his
village. The old man looked up and smiled and said to the
traveller, Well, I think youll nd them the same here too.
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The return
On the last day of August we anchored for the second time at Porto Praya in the
Cape de Verd archipelago; thence we proceeded to the Azores, where we stayed
six days. On the 2nd of October we made the shore, of England; and at Falmouth
I left the Beagle, having lived on board the good little vessel nearly ve years.
Charles Darwin (1839) The Voyage of the Beagle
In any voyage, no matter the adventures, the sights and experiences, there comes
a point of return; a time when you emerge back into your daily life; a time when
you integrate yourself and prepare for the next experience. Sometimes the return
can see you taking some of the lessons from the voyage and nding ways to apply
them in your life.
www.anecdote.com.au
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The return for

participants in Anecdote
Circles is guided by you,
the facilitator.
After having navigated your way through
preparing and embarking on the voyage,
journeying through the long haul and surviving
any stormy weather, the facilitator emerges
with the nal task of helping participants
return and be prepared for their next step
in organisational life.
www.anecdote.com.au
The return is a good time to inform

participants of how the anecdotes will be
used once extracted from the recordings and
transcriptions. Another useful return step is to
ask the participants to brainstorm the things
that might be done to reinforce the positive
things they have heard, or to tackle
the negatives.
Of course, how you will use your anecdotes
and stories depends on the process you are
using or have had designed. For us, we often
debrief participants about how the collected
transcribed anecdotes will be used in a oneor two-day sensemaking and intervention
workshop with their senior managers or leaders.
Depending on the organisation and how this
sensemaking workshop is designed, this
sometimes provides us with the opportunity
to issue an open invitation to the workshop.
Providing space for any questions from participants
about the next steps in the process is a good
way towards transparency, as well as helping
participants to recognise the value of their
involvement and to get ready for any next steps.
Most importantly, remember to thank people

for their participation in the anecdote circle.
Tip: Sometimes at the end of the session when you are
just about to turn off the recorder, a new and interesting
conversation may start. Keep the recorder going. You might
be surprised what can come out of these door-handle
conversations.
Tip: One useful debrief exercise for Anecdote Circles can
be to ask participants which, out of all the stories and
anecdotes they have heard today, they think are the three
most signicant stories. Such a question helps participants
to debrief themselves about the voyage they have just been
on, as well as working together to gure out what most
signicant means for them. This also has the added benet
of helping you to establish a way to whittle down the
number of anecdotes that you potentially have to deal
with after transcription.
We recall a ve-day workshop which we ran some years ago
with Phill Boas. We kept postponing the ofcial start so that
people wouldnt just switch into workshop participant mode
(and so that we wouldnt just become workshop facilitators).
On the last day, as we bid them farewell, we declared the
workshop open: Let the workshop begin. One of our
intentions was to make the point that the real workshop
was outside in their normal life, and they had just taken
part in a preparation for that. 17
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Learning to facilitate Anecdote Circles
Bon voyage!
There is only so much one can achieve through reading. To really learn, you need experience.
HOW C A N YOU OVE RCOME THE A NEC DOTE
CIRCLE LEARNING CURVE :
Anecdote Circles can be a little tricky at rst but with
practice they will become second nature. Weve been
asked by many people about ways they can learn how
to run successful Anecdote Circles while getting
practical experience at the same time.
You might be interested in a half-day session we have
designed to help up to 10 people learn how to run
Anecdote Circles.
H E R E A R E S O M E O F T H E T H I N G S YO U W I L L L E A R N :
How to create the conditions that will enable anecdotes
to be shared
Silence is a powerful facilitation technique and an
essential skill in facilitating Anecdote Circles
W H AT AT T E N D E E S
H AV E S A I D :
Indeed the very practical
nature of this workshop is
its greatest strength.
Shawn has a most honest,
open and engaging approach
which is what is shown to
work best with this technique
and creates an enjoyable
workshop.
The workshop covered a lot
of territory in a way that
combined analytical rigour
with a clear and informal
delivery. I recommend it
without reservation.
When to delve for more detail and when to let the

anecdote circle ow
Good luck with your Anecdote

Circles.
How to increase story richness
Keep in touch wed love to

hear your stories!
Techniques for ensuring anecdotes are told.
See www.anecdote.com.au/AnecdoteCircles for more details.
www.anecdote.com.au
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References
1]
Snowden, D.J. (1999). 'Story telling: An old skill in a new context'

Business Information Review 16, 1 March, pp. 30-37.
10]
Wilkinson, M. (2004). 'The Secrets of Facilitation'

San Francisco: Jossey-Bass.
2]
Snowden, D. (1999). 'The Paradox of Story: Simplicity and Complexity in Strategy'

Scenario and Strategy Planning 1(5), pp. 16-20.
11]
3]
Boyce, M.E. (1996). 'Organisational story and storytelling: A critical review'

Journal of Organisational Change Management 9(5), pp. 5-26.
Callahan, S.D. (2005). 'How to use stories to size up a situation'

Anecdote Pty Ltd, viewed 22 September 2006,
<http://www.anecdote.com.au/papers/Narrative_to_size_up_situation.pdf>.
4]
Boje, D.M. (1991). 'Consulting and change in the storytelling organisation'

Journal of Organisational Change Management 4(3), pp. 17-27.
12]
'John Pierpont Morgan'

better known as J. P. Morgan, famous American nancier.
5]
Denning, S. (2005). 'The leaders guide to storytelling: Mastering the art and discipline of business narrative'
San Francisco: Jossey-Bass.
13]
Lipman D. (1999). 'Improving your storytelling'

Little Rock, AR: August House Publications.
6]
Schein, Edgar H. (1984). 'Coming to a New Awareness of Organizational Culture'

Sloan Management Review 25(2), pp. 3-16.
14]
Snowden, D. (2000). 'Organic Knowledge Management Part 3'

Knowledge Management 3(10), pp. 15-19.
7]
Gardner, H. (2004). 'Changing Minds: The Art and Science of Changing Our Own and Other Peoples Minds'
Boston: Harvard Business School Press.
15]
Rogers, C.R. (1959). 'A theory of therapy, personality, and interpersonal relationships as developed
in the client-centered framework' Reprinted in H. Kirschenbaum & V. Henderson (eds)
The Carl Rogers Reader (1989). Boston: Houghton Mifin.
8]
Klein, G. (1998). 'Sources of Power: How People Make Decisions'

Cambridge MA: The MIT Press.
16]
McKee, R. (1997). 'Story: Substance, Structure, Style, and the Principles of Screenwriting'
New York: ReganBooks.
9]
Godin, S. (2005). 'Dont Shave that Yak!'

viewed 22 September 2006,
<http://sethgodin.typepad.com/seths_blog/2005/03/dont_shave_that.html>.
17]
Dalmau, T. & Dick, B. (1990). 'Managing transitions: A key to creating effective learning environments'
Chapel Hill, Queensland: Interchange.
www.anecdote.com.au
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A practical guide to facilitating storytelling and story listening

The Ultimate Guide

The Ultimate Guide

2006 by Anecdote Pty Ltd

A practical guide to facilitating storytelling

Andrew Rixon, PhD,

Mark Schenk has

How weve arrived here

As with any journey, there are guides who help to navigate.

Anecdote is a consulting rm that

Whats our purpose?

we distil here our practical know-how, which covers the

Why bother with Anecdote Circles?

Whats really happening?

ANECDOTE CIRCLES CAN

for learning lessons in

Interviews and surveys typically come laden with

for conict resolution

pre-determined thoughts of what the investigators

Stories and anecdotes reect the messiness, reveal values

to help collect stories for

Anecdote Circles are more than a story-elicitation

The philosophy behind Anecdote Circles

A few words before

I want to wax the car today.

Common sense tells us to avoid shaving yaks.

And we havent returned it

Preparing for the voyage

As in all expeditions and voyages there is a need for preparation. Preparation

Exercise: To generate a set of themes, invite the project team to individually

Diversity is essential for selecting participants.

Crafting story questions

Senior management group

Use these words in your questions.

When have you felt

THEN ADD THE OPEN QUESTION WITH THE

Notice there is a spectrum of emotions, which increases

When have you been annoyed, ecstatic or perhaps just

Exercise: Check out your local playback

Simply asking people to tell stories rarely results in stories

The physical space

Without making guidelines explicit,

Dave Snowden has taught us that there is also

The rst anecdoteeliciting questions

Tip: Offering your own story can be a great way to get

Using audio equipment

HERES A LIST OF POINTS TO CONSIDER WHEN

Make sure you select continuous recording (not variable

The long haul

Being a story listener and supporting the group

A common practice among facilitators is to

present and listening. Subtle twiddling

lead a group through a process, interpreting

a good low-status behaviour.

each comment, feeding back to workshop

The use of silence is another low-status

participants what they heard, and describing

As the storyteller, I am like a tour leader through a historic

But its not all about being silent. An anecdote