Making your story work for you
In workshops on using stories within an organization, you may have encountered an exercise that asked you to reflect on the best movie you’ve ever seen, the best stage play you’ve ever watched or the best novel you’ve ever read. From the reflections, a list of shared notions was exposed. You learn that there are thinking and feeling characters that trigger the right and left brains of the audience.
First, there’s a main plot — suspenseful and filled with conflict — that gets played out; second, there’s a finale, which projects either a lesson in life or a moral story; and third, you’re enveloped by the story as though the whole thing is happening right before your eyes.
Yet when you review internal newsletters and magazines, corporate or brand testimonials, case studies depicting consumer satisfaction and other multimedia communications that claim to put stories into words, you may discover you’re often missing these characteristics. They tend to be merely evocative of situations and not of stories or events that actually happened.
What Is A Story?
“A story is an act of communication that provides people with packets of sensory material that allow the listener to quickly and easily internalize the material, understand it, and create meaning from it,” says Karen Dietz, former executive director of the National Storytelling Network.
On the other hand, David Hutchens, author of several books — including Outlearning the Wolves — defines a story as “a narrative that illustrates complex interconnections between agents, ideas, events and even abstract concepts.” Taken together, these definitions mean that sound bites and situational highlights usually encountered in news programs don’t qualify as stories. Neither do examples of do’s and don’ts proliferating in variety programs and lifestyle features, or personal anecdotes that are lacking in appropriate information, personalities and a plot.
The Structure Of The Story
Lori Silverman, business strategist and owner of Partners for Progress, a management consulting firm, believes that, in their purest form, stories have a beginning, middle and end. “It’s what’s called a story arc that aims to capture people’s attention and present the context of the situation. This may include the location, time of year, hour of the day, weather and geography, as well as the history of the situation. It introduces the main character and the supporting cast, if applicable,” she explains. Silverman further elucidates her thoughts on the subject in IABC’s Communications World lecture series and her ideas are annotated below.
• The middle of the story fleshes out a conflict. It may be an obstacle, challenge, issue or dilemma, which builds to a climax. For various reasons, organizations often minimize or hide this conflict. It is advisable to do the opposite. You must state it, and give it shape and form. The contrast between the conflict and its resolution is what gives a story its impact. Finally, bring the story to closure by describing how the conflict is resolved and move people who hear or read it to give it meaning.
• Two tactics help accomplish this: answering the question, “What’s the point of the story?” and stating the story’s “call to action.” Take time to uncover the story’s key point even though listeners or readers will draw their own meanings from it. Ideally, this moral or lesson will resonate with the story’s intended audience. Phrase this point in a positive manner, in seven words or less, so that it is memorable and causes the listener or reader to recall the entire story. Stating it positively allows people to know what’s expected or needed from them — or the action you’d like them to take afterward.
• Once you’re clear on the key point (this could take several weeks to determine), rework the entire story to support it. Reinforce the key point through a call to action at the end of the story. Craft it specifically for its intended audience. For example, if the key point is “consider the consequences,” its associated call to action might be, “How often when making a decision have you overlooked its consequences because you’re too busy, only to have unintended negative consequences stare you in the face later on? How costly has this been for you — and for your organization?”
• To minimize these risks in the future, remember to consider the consequences of your decisions before announcing them. While the key point of a story is timeless and universal, the call to action is usually modified to fit the intended audience.
• Craft stories using the spoken word. Often it’s easier to record a story on audiotape than to develop it first in writing. Use the spoken word.
• Characters talk. Provide actual dialogue as well as what they’re thinking. Use words that appeal to all five senses, especially those that create pictures in people’s minds and evoke various emotions. There are many versions of stories, even those that are considered factual or historical. Be sure to state which version you are telling and mention your source. For example, is it according to a leading publication, a particular book, or from several books or media sources?
• Use special words or humor. While you’ll always want to stay true to the essence of a real story, using special words or humor to exaggerate a character’s behaviors or the conflict, for example, may make it more memorable — as long as you stay within ethical guidelines.
• Create composite stories from a variety of situations. This is especially useful. It is acceptable to fabricate stories that might happen in the future, such as those that expand on an organizational or initiative-driven vision or that present a scenario that might happen many years from now.
• Obtain written permission if the story is not your own. Have its creator approve the final version before using it.
Crafting your story must be executed carefully. If done right, it can change people’s behaviors, shift their attitudes, alter their emotions, and help generate your defined business results.
* * *
E-mail bongo@vasia.com or bong_osorio@abs-cbn.com for comments, questions and suggestions. Thank you for communicating.
