Stories, Storytelling and Organisational Change: Telling trusted change stories

Abstract

Stories and storytelling are a critical tool for communication in organisations that are undergoing change. This research examines how stories of change can inform storytelling and communication practice for organisational change. Using qualitative case study methodology, this study uses grounded theory analysis supported by an abductive approach analyse stories of change and to identify “what works” in practice. The study interviewed 25 leaders, managers and team members from WealthCo, an Australian financial services organisation, for their stories of change. The study found that specific story types are used for specific purposes during change and identified characteristics of organisational storytellers. It also identified that trust of direct managers and previous experience are factors affecting how recipients feel about a change that is coming. Finally, a collaborative cascade process which provides sensemaking opportunities for managers and empowers them to own messages to their teams.
This provides four contributions to research. Firstly. that stories can inspire action, as part of an individual or group storytelling process. Secondly, it identifies the characteristics of organisational storytellers which make storytelling a powerful tool for leaders of organisational change. Finally, elaborating on how communication happens in an environment of continuous change, incorporating a continuous collaborative cascade process that enables storytelling and is a means of empowering middle manager storytellers. This research provides a valuable collection of information and frameworks to support leaders in storytelling for change: a set of story types that can be used for different purposes; a framework to build storytelling capability, and a collaborative cascade process.