
For six years I worked in the same local retail store. Everything there was very familiar to me, the customers, the workers, clock-in, clock-out. It wasn’t until I decided to leave to focus on my second job, that my very familiar safety blanket was taken away.
While I knew my time had come (like an overly ripe banana that is now attracting fruit flies), I was still scared to no longer have that job as my safety net. The job I moved onto is in the field I am studying, had a great work environment, challenged me and even got me excited for Mondays… So why was it hard for me to leave the job that I dreaded behind?
Externalising conversations involves the recollection of an experience in order to name actions and values that are understood, by separating the person from the problem.

My retail job made me feel like I knew what I was doing, and I knew how to measure my success. Did the customer leave happy, did you correctly count the money in the draw, did you crisply fold that mound of scrunched clothes?
While my new job made me question myself more. Did I say the right thing, do they think I am too young and inexperienced, am I the right person for the job? This sudden change in experience made me feel like I had imposter syndrome, as a constantly questioned whether or not my boss knew my experience level, or if she got my resume jumbled up.
I knew this transition was going to be hard, but I also knew the only way to overcome it was through my perception of it.
“Once problems are externalised they can then be put into story-lines.”
Carey and Russell, 2002
While my new job made me question myself more, it wasn’t because I wasn’t capable of doing it, it was because I cared about it more. Or the only reason why my old job felt like a safety blanket was because I was there for so long that I felt confident in what I was doing, not because I was meant to stay there.
By ripping off the bandaid (the bandaid being retail) I was able to dedicate more time to my new job, and realise that being in a role that made me feel inexperienced was really just an indication that the role would allow me to learn, grow and improve.
While I knew I was backed by my family, friends and workplace to make this change, I can realise that the only person that was holding back was me. “De-centring” (Carey & Russell, 2002) this issue meant I could reflect on how although it is important to be mindful and considered when making changes, the only reason why I was questioning myself is because this new job was really important to me.
This is something that I believe is evident in other areas of my life, as my decision making often involves considering many aspects of the situation. But I believe it has made me quite a thoughtful person, so although I can be stuck in the “what if” spiral, I know that I am able to talk through choices and possibilities to reach decisions. So in an industry where I am required to not only plan for the future but think on the spot, I am grateful for this considered approach.
By participating in externalising conversations I was able to focus into this change and how it reflected on me as not only a worker but an individual. Michael White (2007) noted that “By encouraging the recollection of significant, forgotten details, it seeks to generate more nuanced accounts of people’s lives, enabling them to consider wider ranges of possibilities for the future.” This was really important to me when externalising this disruption, as changing jobs seems like a straightforward process, from one chapter to another, but by delving into my experience I could self reflect on how my ability to make considered choices could also create an environment of self doubt.
According to Michael White (2007), externalising a conversation involves developing accounts of what they intend for their lives. So instead of focusing on how I continued to question myself, I chose to focus on how my ability to make thoughtful decisions has helped me in the workplace, and is a value that will assist me in times of change for the rest of my life.
This experience-near narrative allowed me to “de-centre” the issues I faced during disruption, as I could recognise how they were created. As when externalising a conversation you can explain “what you wish to do away with” (my hesitations and self-doubt) whilst “retaining abilities” (my thoughtful considered approach to decision making)(Carey & Russell, 2002).
Michael White (2005) specifically encourages the enquiry into the imposing “nature of self-talk” when externalising conversations. This was essential to narrative self-development, as it was only when I put myself back into that experience that I could recall how it initially inhibited my ability to back myself.
Resources:
Carey, M & Russell, S (2002) “Narrative therapy: Responding to your questions” The International Journal of Narrative Therapy and Community Work, 2002 No.2,
White, M (2005) “Michael White Workshop Notes” Dulwich Centre, pp.2-4
White, M (2007) “Maps of narrative practice” W W Norton & Co.



