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Storytelling for Change Management

Whether through the development of new technologies or setting new priorities: Change defines our lives. For companies, this means that adaptability and flexibility are essential for economic success and a modern, authentic appearance. After all, there is no progress without change. However, the latter not only bring a breath of fresh air and innovations, but are also associated with reservations and fears. Especially when companies have to rethink their identity from the ground up, change production conditions, sell the company or even lay off employees. To prevent such measures from leading to incomprehension and frustration, it is important to accompany them with transparent change management.

A clear thread in the communication that goes hand in hand with the change and creates confidence is essential. With the help of storytelling, the “what?”, “how?” and “why?” of the innovations are made clear to employees and thus easier to understand. Above all, there must be a belief that the short-term difficulties and hardships will have positive long-term effects for everyone involved.

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All employees should therefore be involved in the process right from the start. They are not just spectators, but co-authors of the change story. This is the only way to ensure that employees are also willing to take on the possible challenges posed by the restructuring and to personally stand up for the new corporate values. The implementation of internally moderated workshops, so-called “corporate campfires,” helps here: By sharing experiences, visions, fears and wishes, uncertainties can be reduced and the motivation of the team can be increased. The collaborative narrative, the illumination of the past, present and future of the company, forms the basis for a comprehensible and successful change story.

Using the storytelling approach of the Hero’s Journey, we support companies in structuring the various phases of the change management process both organizationally and communicatively. With the help of each individual chapter, the identity and vision of the company can be elaborated. For example, while we are in the familiar world, we ask ourselves where we are as a company and what our comfort zone looks like both internally and externally. Then, the call leads us to the question of what is the trigger for organizational change. In this way, we approach the individual stations of resurrection and the return with the elixir step by step: It is important to look at one’s own success, to review what has been learned and to incorporate the learnings about one’s own company into future processes.

Once the company’s goals have been achieved, this must be celebrated and the success communicated to the employees. However, one thing must not be ignored: Every change story is followed by a sequel! Therefore, we always leave room for linking the existing story with future chapters.