Organizational storytelling is used in Leadership, Change Management, KM, Culture, M&A, brand story and media development work. When we talk of organisational stories, we refer to two distinct types; the stories of the individuals that comprise the organisation and the organisational narrative.
The organisational narrative refers to the story of ‘what is going on, who we are, where we are coming from and where we are going to’. This is a profoundly important story and it needs to be deliberately controlled and told by leadership.
One of the first symptoms of an organisation in trouble is that its’ narrative collapses; meaning everyone has a different story about ‘what is really going on’ and their part in the story.
If you want to transform the way in which people approach issues or demonstrate the value of behavioural change, there is no better way than through a good story well told.
Ideas become stimulating and inspirational when presented as stories. Stories demand to be passed on, retold and embellished as part of an organisation’s oral culture. Stories are carriers of meaning and catalysts of change.
Empires, organisations, cultures and societies are sustained by stories and our attempt to understand and negotiate the world is grounded in narrative. Story telling translates bare facts and logical argument into a form with which people can remember and engage – both emotionally and intellectually.
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