Telling Stories
Express ideas more powerfully.
This module explains that all people are natural storytellers, and how conveying information within a story is engaging, impactful and likely to result in positive change behaviors. The module creatively demonstrates the structure that good stories follow and describes how all people involved in leading change initiatives can ‘mine’ their career experiences for stories that they can tell which promote positive change behaviors.
BUY THIS WORKSHOP TRAINING MODULE
INCLUDES
10 page facilitator guide
3 engaging training activities
21 slide presentation deck
04:15 min summary video
5 handouts
7 resources in reading guide
$495.00
$247.50
has been added to your cart!
have been added to your cart!
30 DAY GUARANTEE
Materials included
Summary Video
DURATION: 04:15 MINS
Explains concepts in a concise, memorable manner. Includes a bulleted summary at the conclusion and matching job-aid handout PDF.
Facilitation Guide
PAGES: 10
Comprehensive yet easy-to-follow instructions for facilitating workshops with the above training activities. Includes useful tips and sample answers to questions. No expertise in the topic area is required.
Presentation Slide Deck
SLIDES: 21
For use during workshops in both PDF & editable PPT formats. Slide numbers for each activity are referenced in the Facilitation Guide.
Reading Guide
RESOURCES LISTED: 7
Useful for participants wishing to deep dive into the module topic with links to the web's best articles, books and tools. PDF format.
Activity Handouts
Everything you need to facilitate successful training activities.
- Commitment to change postcards
- Critic role place cards
- Job-aid summary
- Telling stories worksheet
Tools & Templates
Used during training activities. These can also be used for change implementation.
- Storytelling story structure template
Benefits
This module will activate your organization to:
- understand the usefulness of stories as an engaging communication technique that senior leaders, change leaders, managers and supervisors can use during change initiatives
- use the module as a primer for storytelling and story crafting workshops in order to remind participants of the structure of memorable, impactful stories
- prompt leaders to mine their experiences for relevant stories that they can tell their colleagues in order to promote positive change behaviors
- consider how stories can be improved in order to ensure that they account for the various different motivating drivers that listeners have – and speak to each of these driving factors
- recognize the importance of shared stories in organizational culture
- encourage individuals to tell the story of their team or broader organization, to promote the construction of the organization’s institutional memory
This module will empower your teams and individuals to:
- become aware that information encapsulated within a narratives may be more memorable and impactful than information presented in a context-free manner
- recognize that all people tell stories and that this behavior can be harnessed during change initiatives to enhance the effectiveness of communications
- identify one’s own personal and/or career-based stories that can be mined and told during change initiatives in order to promote positive change behaviors
- understand that the stories that are told within an organization before, during and after a change initiative can offer deep insight into shifting attitudes and organizational culture
This module is ideal for use at this stage of change implementation:
| Pre-implementation | During Implementation | Post-implementation |
 |
|
|
Training Activities
Summary Video & Discussion
TARGET AUDIENCE: All learners SUGGESTED TIMING: 15 - 30 minutes
The module subject-matter is introduced using a short animated video. The knowledge-check and personal reflections questions are then used to explore learners’ understanding and experience before moving on to other connected activities.
Facilitators can make use of a range of techniques such as brainstorming or debates to explore the knowledge check questions.
Use examples of learners’ experiences in the supplementary activity which follows.
The Structure of Stories
TARGET AUDIENCE: Learners new to change SUGGESTED TIMING: 15 - 20 minutes
This activity explores how good stories tend to have similar structures. By analyzing the structure of short stories, cartoons or learners’ favorite tales, learners understand how to construct a well-told story.
Creating a Story
TARGET AUDIENCE: All learners, with a variation for the more experienced SUGGESTED TIMING: 45 - 60 minutes
In this activity, all learners have a go creating a story for themselves. Creating stories is a very personal experience, so with less experienced, less confident learners it is advisable to keep the feedback session short and lighthearted.
However, experienced change leaders, executives and managers will benefit from an in-depth analysis of their story, critiquing it for content, accommodation of communication styles, pace, delivery and likely stakeholder reception.
Compatibility Guide
This module will boost engagement levels during the following change methodology stages:
| Change Management Methodology | Stage / phase |
| AIM (Accelerated Implementation Methodology) | Generate Sponsorship |
| Kurt Lewin’s Three Stage Change Model | Unfreeze: Create the need for change |
| Prosci Enterprise Change Management Model | Implementation: Create and present business case |
| Prosci Change Management Levers | Communications lever |
| Bridges Leading Transition Model for Change | Letting Go: Consider & encourage ‘endings’ |
| Beckhard and Harris Change Management Process | Creating vision and values Communicating and engaging |
| John Kotter Eight Step Model for Change | Communicating the Vision for Buy-in |
| ADKAR Model for Change Management | Desire |
| The Change Leader’s Roadmap model | Phase VII – Implement the Change |
| Kubler Ross Change Curve Model | Bargaining |
| LaMarsh Change Management Model | Implement the Change |
| People Centered Implementation (PCI) Model | Powerful Engagement Processes |
| Viral Change Roadmap Model | Engagement |
| General Electric Change Acceleration Process (CAP) | Mobilizing Commitment |