Communicating change via storytelling

Many organizations use storytelling as a means of supporting employees through periods of change. To help communicators do this more effectively, consultancy Narrate has developed its "vision arc" tool, which is based on the most tried and tested story framework ever - the Hero's Journey. Every culture worldwide has stories based on this framework - stories that depict the quest for something, the journey towards something greater.

In Melcrum's latest practitioner's guide Essential toolkits for communicating change, the vision arc forms part of a toolkit on using storytelling to change behavior. This toolkit is one of 14 in the report that explains step by step how to help your employees navigate the path of change.

"Our experience has shown that creating an organization-specific vision arc is a powerful way of helping people to understand the change, but also it then becomes a useful tool to guide communications itself," says Tony Quinlan, chief storyteller at Narrate.

Keep reading for more guidance on using this technique, as well as 10 top tips to get it right first time.


The vision arc should have the basic elements of an engaging story structure, but with some specifically organization-focused elements. It must of course, also revolve around characters - in particular, the individuals creating the vision arc.

If an organization vision arc represents the story, or plot, of a journey of change, then from the overall vision arc it's valuable to allow subsets of the organization (e.g. divisions or departments) to create their own vision arc - a subplot of the larger story. In this way, it's also possible to see where cracks appear between departments' beliefs about change.


Here are ten tips for running a vision arc workshop:

1. The venue should be slightly cramped for the numbers, preferably with a low ceiling. When group exercises are going on, hearing the "buzz" in the room motivates everyone. If the venue is big or has a high ceiling, the buzz dissipates and there is little sense of activity.
   
   
2. In the morning session, facilitators are listening - if a participant expects to be doing the same work in the future despite the change, other participants will probably challenge them. If not, let it stand for now - the afternoon session will ensure that they have to confront change.
   
   
3. For the second question in the first facilitated table session - i.e. "What obstacles can you see ahead?" - leave extra time as this is an opportunity for participants to "dump". Let them do so.
   
   
4. At breaks, check on each table facilitator. It's hard work and they're crucial, so look after them. In particular, make sure they eat and have plenty of fluids.
   
   
5. Put on coffee while participants are working at the tables, and let table facilitators decide when the best moment to go is. They can assess when the table needs a break and also when the queues are shortest.
   
   
6. The MC/facilitator for the afternoon's exercises must be positive and have an energetic and engaged manner. As the afternoon's activities challenge the participants, he/she will also be the focus for grumbling and criticism. It's better here than focused at the table facilitator, but they must not react to it. It can be useful to have an external facilitator to "take the flak" as they have no long-term in-house career prospects to worry about!
   
   
7. After the afternoon speaker, a group exercise is useful. Not the standard, slightly naff ice-breakers, but something that all participants have to respond to, without having to get up or do anything embarrassing. My own favorite is the "energy check" - engages the group instantly. The facilitator gets everyone to assess their energy level on a scale of one to 10 - 10 being wide awake, engaged and "up for it". As the facilitator counts down, participants raise their hands at their number. As the numbers get lower, thank any handraisers for their honesty!
   
   
8. When tables are working together, have a large countdown clock visible on the screen in the room. Again, time pressure will increase the level of activity.
   
   
9. For the example-based questions, have the questions on slips of paper in a sealed envelope. Facilitators or participants then open when told to do so to find out what their question is.
   
   
10. Before getting examples from the tables, point out that when participants return to the office, the cynicism will be in full swing. Also that it works in universals like "It'll never happen here", "It always works like..." and that the only way to combat generic cynicism is with specific examples - and these are good ammunition against cynics.

The complete toolkit can be found in Essential toolkits for communicating change.

Until next time,

P.S. Melcrum's brand new practical guide, Essential toolkits for communicating change, shows you how to plan, manage and implement winning change programs. Melcrum members save 10% - order now.

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