Visual Thinking through the Ages

Going to the moon and back

The well-worn tale of the Apollo Program, the visiting president, and the helpful janitor serves as a memorable illustration of team engagement and an apocryphal narrative about storytelling. After all these years it still stands out as a great example of the motivating effect of an inspiring vision.

 “We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard; because that goal will serve to organise and measure the best of our energies and skills.” John F Kennedy, 1962

Stories invite us to go on a journey and are so effective at delivering a message because they give the audience a way of engaging with the details and caring about the outcome. We are drawn in by being able to relate to the characters, their motivations and needs. We also recognise the challenge in the current state and become curious about how it can be resolved. The challenge may demand a journey or quest, which we hope will have a fitting outcome.

Every organisation has it’s own narrative and while not all projects and stories can be as uplifting or as clear-cut as a mission to the moon, seeing our place in a bigger picture can invest work with more significance and be emotionally compelling. Having the opportunity to reflect upon a narrative and make sense of our role within it allows us to consider new possibilities, inspire us to take on new responsibilities and conduct our daily work mindful of a long-term strategic vision.

Most of all it helps us take ownership of the challenge and consider what we can do differently to help overcome it. The scale and status of one’s role does not necessarily define the value of each contribution.

Even though we may have little influence in the grander scheme of things, by taking personal responsibility to manage the quality of our work we can maximise the positive effect we have. And if everyone has this same personal investment in the outcome of the story there’s no limit to what can be achieved.

What makes a story compelling?

John le Carré really nails what is at the heart of any great story; drama. By establishing conflict in a situation, the need to restore order and balance becomes the motivation for action. The unfolding story is the journey taken to make sense of the conflict, define the challenges, and undertake the transformation required to meet them.

The drama of organisational change can be scary, so people need to be clear what's at stake for them and their organisation. When change is complex and hard to grasp, a story can help people understand the connection between cause and affect, to make sense of what is going on around them, and think about what might happen to them. It can provide a lens through which they create shared meaning around what needs to change, and help clarify what actions they need to take ownership of.

When a story speaks to people's concerns and aspirations it can be compelling, affecting the way they think, feel, act and behave. It gives them the context they need to make sense of - and take responsibility for - their part in achieving it's outcomes.

We believe that a compelling story is one of the most important elements of a change programme – it helps employees make sense of what’s at stake and take ownership of the organisation’s journey by seeing themselves within it.