Element – storytelling

Challenge & selection

Storytelling is an important design tool. As human beings, we respond to stories, they can help us  develop a deeper empathy for the present and help us create clearer images of the nature of the new  future as we try to create it. has been. It is important to pay attention to the human dimension, because  design thinking is not just about processes and issues, but also about people.

Storytelling is an integral part of every great brand.  Every great brand that has a long life in retail. There  is a story behind every great product, every great service, every great organization. Every great brand  has a story and that story is connected to the emotions, the characters, the values of the people who  bring this product to life every day. Storytelling has always been part of the business. At the moment,  we are clearly talking about this as a tool that leaders can oppose just as a contribution to our brand and  the products, we give people. Storytelling is not about the list of things we have to do, but about the  relationship we give people about the information we are trying to share. The essence of this is to  convey a good story, just a message that has logic.

Applications:

A good story, is designed for the audience. It may not connect to you, it may not always make sense to  you, it's not using words you might be familiar with, but it's things your audience understands and your  audience knows. So I think that's rule one, is who's your audience, where do they come from, and what  do they need. I think the second part of a good story is a clear sequence of events. You listen to a great  story teller, there's a very clear sequence of events that moves the story from the beginning to an end.  And I think last but not least is having moments of reflection.

Or unanswered questions, which create suspensions, conspiracies and even someone sitting at the end  of the chair. Then you answer them. The great storyteller asks and answers questions along the way.  They form the suspension and reduce the suspension by answering questions. Hearers of stories that  are not good hang these questions in the air, and so people get out of the confusion, the uncertainty,  the uncertainty about where to go. If you have a history of coercion, something interesting, powerful  people will hear these things, regardless of the medium. And what gets stuck is that the public does not  want to be compelled. Most business leaders are honestly bored with 90% of conversations a day. They  sit there and have PowerPoint after PowerPoint and meet after PowerPoint and have to make a list after  a list. And they are impressed. And so, as a student, I think the biggest thing you will have to finish at the  beginning is your own uncertainty about whether this tool will work or not. As a business leader, what  does your audience need? They want some data. They want the harsh reality and they want  recommendations. The space between them and how you get to these things is where the story can be  forced. Find the strongest part of your message and trust it. Is that a given? Is this the same profile? Is  this the same conversation? And last but not least, be sure to reflect on the moments. There are big,  powerful questions that this leader must think about. There are all kinds of stories that a leader can hear  in an organization. And when we talk about design thinking, when we talk about what kind of story is  most appropriate. When you are trying to bring about change. In this story, the main character of the  story, the main character, is a major evil problem facing the organization. And then some of the things  that you need to make public in this type of story, you have to sell the challenge first. You need to help

the public understand that the current situation is more dangerous than any other possibility out there.  You need to put them in the frame of mind that they want to move on and make this challenge a reason  to invest. And that's basically the first thing you need to do. So you have to be able to speak very  intelligently about friendship. Or what kind of call should I make for those involved in the challenge?  Whether it's the customers you're looking at, the stakeholders there, make sure that everyone involved  has a good understanding. Last but not least, you must give them a chance to talk about the tensions  that exist. This challenge is stressful for us. In our business today, there is a big challenge around us.

Insight & Approach

Do the right thing in relation to sustainability. How do you build a really good business? If you can  handle these tensions, you will create a place where people want to get involved because they want to  be in this discussion and conversation. And last but not least, there is a possibility that there is a way  out. That there is a way to move forward in that direction. And that's why I think of this story when you  present the challenge as statistics. Make sure they understand how big it is. What is the tension that  exists? And what can you do? I think the reason why history is a story is important for leadership in the  world of tomorrow. I think this is a fundamental question about what is the story of a gang forced to  learn, learn and understand. When I look at the world we live in, there are three main challenges that  leaders face. One is that they have only 20% of the people they lead. Only 20% of your attention. And in  the same way, storytelling allows. For a while, to get their attention. With a little more work and a little  more time. I think it's important. If you can increase the level of engagement in your business, you will  be surprised by its performance. And storytelling allows you to create energy and enthusiasm around  something. So I think it's one of the reasons why leaders need to start using narrative [by listening].  Second, storytelling makes your strategy accessible. Accessible strategies, accessible to groups of only  three people. OK Alright? The leaders who write it, the consultants who help them and the teachers  who do case studies around them. For everyone, strategy is a difficult thing that causes complexity and  uncertainty in our lives. And I wonder, strategically, what makes it easier to tell stories to leaders. It  allows for that, coloring strategy and life in the character and the plot. And that allows the line worker,  his manufacturing unit, to work in marketing directed by the vice president, which we are trying to  understand. And then, for me, there are two reasons, and more about why storytelling is an essential  tool for leaders to become capable and move forward.

