Beyond Storytelling: Creating Cultural Narratives That Stick

Stories influence people to feel, think, and act in certain ways. Therefore, a positive and intentional cultural narrative is essential to any thriving culture. 

There is a wealth of valuable information available on effective business storytelling and ways to create a new narrative. However, a story will only succeed if there is evidence to support it, such as changes in behaviours, systems, processes, and beliefs. Furthermore, this evidence must be shared and reinforced through success stories, celebration rituals, and regular forums for a new narrative to genuinely come alive within an organisation. Without support or reinforcement, stories may ultimately foster cynicism. 

Another challenge in creating a new narrative is the strength of the old ones. When a culture seeks to evolve, its existing narratives can hinder progress by stifling the energy for change and experimentation. Thus, we must also understand, question, and let go of or reframe old narratives to progress. 

Imagine, for example, that your organisation is seeking to develop a more innovative culture and has a strong narrative about what happened the “last time” we attempted innovation and failed. This may lead to timid efforts at innovation, ideas generated that are never followed up on, or excuses as to why it’s not possible at this time (“too busy, " “not necessary”). Very little changes until people genuinely believe that it is ‘safe to experiment. ' 

So what can you do to embed new cultural narratives? 

Next time you hear a repetitive narrative about the past that might be limiting the present, here are some steps you can take: 

1. Consider posing questions such as: “Why else might that have occurred at that specific moment in time?” “If we were to try that again, how might we set ourselves up for a different result?” 
2. Challenge yourself or others regarding the value of repeating stories or narratives. The stories new hires hear during their first few months in the organisation can significantly influence their beliefs about what is possible, thereby affecting their behaviour. How are you fostering self-fulfilling prophecies? 
3. What do the themes of the story reveal about people’s desires or what they wish was different? How might you channel this energy to inspire positive changes in beliefs and behaviours? 
4. What will people in your organisation need to do to let go of the old narratives that no longer serve the organisation? It may involve acknowledgement, it could include ritual farewells to the past, and it may be something else uniquely relevant to your people. 

In a recent workshop with a group of senior leaders, there was a strong narrative that “it isn’t safe to name the elephants in the room. " While most were not aware of the origins of that belief, it was strong enough to impact each leader’s behaviour on a daily basis, reinforcing the existing narrative. 

Several leaders experimented with naming “the elephant” while clearly expressing their positive intentions. This shifted the conversation within the leadership team significantly. Consequently, the way these leaders interact with their teams has also transformed. The culture is beginning to evolve, and a new narrative is taking shape. One step at a time. 

Published 3/3/17 / Updated 14/4/25