Challenge  After three years of training in Transactional Analysis (TA), a psychological theory about  human personality and interpersonal communication, I was asked to give a lecture on the  use of TA concepts in a change management process. The state-of-the-art model for change  management is the Kotter 8-step model. I wanted to show how concepts of TA can be used  as tools for this leading change approach.   In order to be able to accomplish this task, I not only had to look at the theories of TA, but  also explain a new model. This led to the following challenge: How could I, despite a lot of  theory, convey the message that change management is an exciting field?    Selection  I have chosen the method of storytelling, because stories often tell about transformation  and can therefore become the driving force for change processes. This is also confirmed by  Alexander Garcia in the video sequence of storytelling. He quotes: "Storytelling is the difference  between solving a problem and creating a cause. A cause is something that ignites people,  and unites people."  A good story can therefore invite the participants to reflect on their  own role and attitude in the change process.  Stories also connect on a human level and address emotions. Communicating an essential  message through a story is far more effective than listing to data and facts. Because we  remember information that is embedded in a story after we have long forgotten the lists and  numbers.    Application  After some discarded ideas I remembered the penguin story of J. Kotter. With this parable, a  complex topic like change management has been transformed into a simple story that is  understandable for everyone. I use this parable for my storytelling. I shortened it a lot and  recounted it in my own words, combining the concepts of TA with it in each case. The  challenge was that I could not tell the story in one take.  I had to interrupt the story in order  to work with the appropriate TA concepts for that sequence. I solved this by establishing a  corner in the room, where I moved to when I was telling the story. This made it clear to the  audience what role I was in at the moment and gave them enough time to understand the  transition.  I received the most beautiful compliment from a listener who explained that she  had only chosen my teaching sequence out of courtesy and had prepared herself for a rather  boring hour. But as she said, the time had passed in a flash and the subject of change had  inspired her.    Insight  Initially it takes courage to convey a business topic with a story. But it's worth it. We inhibit  ourselves, because when we think of stories we think of entertainment.  A normal story  primarily wants to entertain, but stories in business want to transport a central message.  This means not only passing on information, but also involving and motivating the audience.    Approach  The Design Thinking method gives me the confidence and serenity to not only continue using  storytelling in presentations, but also to clarify my point of view in meetings with a story.  Sometimes this can lead the other person to connect with me and suddenly want to learn  more about my point of view.

