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Once upon a time...
Narrative and corporate communication
The narrative impulse appears to be a characteristic of human culture from the earliest times. Preliterate societies created stories to pass on their history, shared experience and common identity. The skilled story-teller held a special place in developing and transmitting oral tradition. Narrative appears to be a deep-seated instinct closely bound up with how we make sense of the world. In complex modern societies, the narrative urge is as strong. We sift and order the events of everyday life, forming it into stories which summarise and shape it. "Tell me what you did at school today." "I must tell you about..." "The guys in the bar won't believe this when I tell them." Specialist story-tellers create our news, current affairs and public history as powerfully as they do our cultural life. In corporate contexts, narrative has the same importance - whether we realise it or not. A presentation to the Board; a business case to the Finance Director; an annual personnel report; a notice explaining key policy changes: all build on narrative. Attention to basic narrative skills and techniques can therefore make a significant difference. Skilled business communicators hold a special place in developing and transmitting corporate culture. The primary narrative skills are directed at ordering two interacting streams of content: |
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what happened when, who did what when? |
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why? |
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Applying this simple insight, for instance to a business case for a major capital investment, provides a powerful framework for telling the story effectively. Background and introduction
Start at the beginning: How did we get where we are? What has already happened? What caused this? Then what? Who was responsible? Why did this happen? What are the main events which lead to the current need or opportunity? Options
Consider the alternatives, create variant narratives: What could happen instead? Why? How? Proposal
Describe the proposed next steps clearly: What happens next? And then? Who will be responsible? Why? What are the benefits? How will it happen? What will it cost? What will the benefits be? Risk assessment
Explore what might happen beyond or outside the preferred narrative/option: If this happens, then what? Why? Or what about this? As in all story-telling, the audience is a crucial factor. What do they know already? What do they want? What do they need, fear, hope? Consider carefully how to hold their attention, how to lead them through the narrative, how fast or slowly to unfold the sequence of events. Ensure that the presentation or paper answers questions and clarifies uncertainties the audience may have but may not articulate. A child may have no inhibitions about saying "I don't understand why that happened." A senior manager may feel more constrained in front of this Chief Executive. An acceptable and appropriate business case may be short enough to fit on one side of an A4 sheet. Or it may be much longer. But either way, the structure of the story needs to be clear. All the events necessary need to be there, in the right order. Argument and explanation (why?) need to be provided when and where required. Effective story-telling is a skill; but it can be acquired. |
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