|
|
|||||
|
|||||
| Path: Main Street : Resources & Library : Research Articles : Feature Article |
Understanding how we decide
By Pattie LaCroix
April 27, 2009
Understanding how we, as humans, make up our mind about things is becoming more and more critical for nonprofits in these tough economic times. People are reassessing their discretionary spending, which, for many, includes their charitable contributions. Ironically, this comes at a time when the social sector is being hit with even more demand for its services. We hear of longer lineups in food banks and growing wait lists for social housing, housing shelters filled, and employment and literacy programs over-subscribed. These are just a few of the areas where the recession is creating more demand than the capacity currently available in many communities.
Jonah Lehrer's new book How We Decide explores the very workings of our mind in the decision-making process. He sets his exploration against the argument that the intelligence innately embedded in our emotions has taken a back seat to rationalism for too long. He observes, however, that our "reasonable" prefrontal cortex hasn't had nearly as much time to evolve as the inner animal of our emotional brains; logic has yet to learn its own limits.
"The conscious brain is ignorant of its own underpinnings," Lehrer explains, "blind to all that neural activity taking place outside the prefrontal cortex. This is why people have emotions: they are windows into the unconscious, visceral representations of all the information we process but don't perceive.
"It is feelings, after all, and not the prefrontal cortex, that capture the wisdom of experience," he continues. "You are constantly benefiting from experience, even if you're not consciously aware of the benefits."
Marshall Ganz, of the Harvard Kennedy School of Public Affairs, explains in his article "Public Narratives" why the emotional part of our intelligence is so vital to motivate us to take action.
"Narrative allows us to communicate the emotional context of our values. Narrative is not talking 'about' values; rather narrative embodies and communicates those values. And it is through the shared experience of our values that we can engage with others, motivate one another to act, and find the courage to take risks, explore the possibility and face the challenges we must face."
Tapping into your story equity is a very powerful, and now a more necessary part of your engagement, fund development, advocacy, consultation, and member services and programs. Identifying those narratives that strategically create context and meaning, and ignite the emotional "windows" of our decision-making process hold the key to motivating action.
In delivering the "Why Stories Matter" workshop to nonprofits across the country, I constantly come across narratives that are powerful, uplifting, inspiring and undeniably emotional; these narratives work wonders in turning data and research into context and connection. What we are also learning is that strategic narratives that successfully engage their specific audiences tend not to focus too strongly on "the sky is falling," but rather on innovation and leadership.
One of the most remarkable outcomes of developing your organization's strategic narrative assets is the new life and energy it will breathe into your mission, mandate, operations, team dynamics, and the spirit of innovation and commitment to change. Right now, for many organizations during these challenging economic times, that is like a breath of fresh air!
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.
|
|||
