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| Path: Main Street : Resources & Library : Research Articles : Feature Article |
Making sense of nonsense: The power of strategic narratives
By Pattie LaCroix
March 30, 2009
Probably one of the most ridiculous interviews I've heard recently was with an economic forecaster on CBC radio. Of course, the interview focused on one key question: "Why didn't the experts, like economic forecasters, see this economic meltdown coming?" Seems like a fair question to ask someone whose job it is to predict economic trends. But when asked, his response was, "Forecasting is a particularly difficult thing to do when you are trying to predict the future."
What? Am I to conclude then it is easier to predict the past? That sounds like a tough job, eh? Of course, mapping the future based on informed past trends and current indicators is both an art form and a science. Experience, wisdom, research, data, judgments, values, informed insight, and the opinions of others all add up to charting a path forward. It's not about looking into a crystal ball and keeping your fingers crossed, nor is it about plotting graphs with absolute certainty, with the illusion that we can control events. How we plan our strategic directions is a time-tested alchemy of research meeting up with our values, of data intersecting with our life learning.
"There is an essential aspect of decision-making. If we can't incorporate the lessons of the past into our future decisions, then we're destined to endlessly repeat our mistakes," says Jonah Lehrer in his recent book How Decisions Are Made. I think this speaks to the importance of why strategic narrative is so fundamental in making meaning of the mounds of information thrown at us daily, of being able to sift through data and create a context for research and opinion.
Strategic narratives are purposefully constructed stories to communicate meaning, with the aim of creating connections with people, shifting perspectives, and opening up opportunities for deliberate dialogue. Strategic narratives are not directive and they don't try to manipulate. They intend to influence and engage, usually over time, by tapping into our values.
The Scientific American Journal recently reported on why we seem to be hardwired for stories.
"Psychologists and neuroscientists have recently become fascinated by the human predilection for storytelling. Why does our brain seem to be wired to enjoy stories? And how do the emotional and cognitive effects of a narrative influence our beliefs and real-world decisions?...And most scientists are starting to agree: stories have such powerful and universal appeal that the neurological roots of both telling and enjoying them are probably tied to crucial parts of our social cognition…people accept ideas more readily when their minds are in story mode as opposed to when they are in an analytical mind-set."An opportunity exists for organizations to provide leadership in these nonsensical times through the power of strategic narratives. Leveraging this communication tool can go a long way in creating context for people, engaging citizens in a vision of the future and, in time, influencing perspectives that in turn will influence social, economic and political agendas.Pattie LaCroix has provided strategic leadership in crafting integrated communications and fundraising strategies to nonprofits for more than a decade. As CEO of Catapult Media she is passionate about the power of storytelling in engaging your audience and building support for your work. You can reach Pattie at www.catapultmedia.ca.
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