Storytelling

Challenge & Selection

Storytelling has always been my key strength on daily life and things related to my  work/business. I study communication in both my undergraduate and postgraduate  studies. Therefore, playing with words to influence people is what I mainly learned. As a  concept, storytelling means that every problem and phenomenon can be personalised  to make it more comprehendible to the listeners or audiences.

In this assignment, I am going to use my experience as a Public Outreach Officer as an  example. That time, I worked at one of business associations in Indonesia, whose focus  is to advocate policy reform in services-related sectors so that key players in services  industry could thrive and develop their businesses. During my working days, I usually  met high-level policy makers from government institutions and agencies (especially the  Ministry of Trade and the Ministry for Economic Affairs) to communicate what business  sectors face and what needs to be changed. Storytelling allows me to communicate well  because it can be used on case-by-case context or general one. Besides, when those  policy makers are tired of listening to figures and numbers, storytelling gives different  perspective to them, frequently the refreshing ones.

Application

When I talked to the policy makers, I put aside facts, figures, and numbers in the first  place. Instead, I start by telling them what big players in services industry, such as  Accenture, PwC, and MAERSK (they were my clients), face in the current policy  environment. I build my story by focusing on what is, what if, and what works.

In what is, I tell the policy makers how my clients’ business as usual are interrupted by  the inefficiency of policy, in particular due to the fact that policies in national level are  often different to policies in regional, provincial, and local level. Shortly, it is not  synchronised. My points are also supported when I show the policy makers a three- minute video, which consists of key leaders of services industries speak up about  current problems they face and reform they wish to have in Indonesia. In what if, I  propose how my clients want the policies to be revised so that they can face certainty in  policy environment, which might increase their stakeholders’ and shareholders’  confidence in investing more projects in Indonesia. I focus on the quick wins and low- hanging fruits, which are attainable as easy as taking three simple steps. I know that the  policy makers are very busy dealing with various problems of various sectors, so in  order to motivate them to promote policy reform I need to keep things short and simple.  For example, I compare Indonesia with Singapore in terms of tax policy and business  climate. I tell and show them potential loss if my clients move various divisions of their  operation to Singapore and show them potential gain if my clients invest more in  Indonesia. In this context, I personalise numbers into stories. The use of compare and  contrast is proven effective. In what works, this is what actually works. By telling them  stories, they are keen to revisit current policies and invite my clients to have face-to-face  meetings.

Insight & Approach

Winning the policy makers’ attention is one thing. Having them to act upon my stories by  inviting my clients for a meeting is exceptional. It ascertains my points that stories touch  people’s right brain, which means it touches their creativity aspect. Basically, people  want to be pictured as creative, agile, flexible, and supporting good cause. In my case,  supporting policy reform means supporting economic growth, which also means a good  cause. The use of a three-minute video is effective if the policy makers have enough  time to watch, comment, and discuss. In a high-level meeting, sometimes time is an  issue. A very busy high-level government officer might allocate ten minutes only to meet  someone like me or my colleagues. In a relatively short time to discuss, I believe that  storytelling will still be an effective tool. I can imagine it as the so-called elevator pitch, in  which I structure my story in a compact size.

If I have a longer meeting, I think I can combine storytelling with mind mapping. Mind  mapping can help me summarise my points from my stories. It can give the policy  makers key ideas of where to start and where to finish. Mind mapping also makes an  abstract idea more concrete. However, I also believe that storytelling should precede  mind mapping because without strong storytelling, mind mapping will be a mere  illustration. It is story that moves people.

Lastly, this design thinking course gives me a clear understanding that what is, what if,  what wows, and what works are essential in building a good story, especially if the aim  of my stories is to change something.


Storytelling Challenge & Selection Storytelling has always been my key strength on daily life and things related to my work / business . I study communication in both my undergraduate and postgraduate studies . Therefore , playing with words to influence people is what I mainly learned . As a concept , storytelling means that every problem and phenomenon can be personalised to make it more comprehendible to the listeners or audiences . In this assignment , I am going to use my experience as a Public Outreach Officer as an example . That time , I worked at one of business associations in Indonesia , whose focus is to advocate policy reform in services - related sectors so that key players in services industry could thrive and develop their businesses . During my working days , I usually met high - level policy makers from government institutions and agencies ( especially the Ministry of Trade and the Ministry for Economic Affairs ) to communicate what business sectors face and what needs to be changed . Storytelling allows me to communicate well because it can be used on case - by - case context or general one . Besides , when those policy makers are tired of listening to figures and numbers , storytelling gives different perspective to them , frequently the refreshing ones . Application When I talked to the policy makers , I put aside facts , figures , and numbers in the first place . Instead , I start by telling them what big players in services industry , such as Accenture , PwC , and MAERSK ( they were my clients ) , face in the current policy environment . I build my story by focusing on what is , what if , and what works . In what is , I tell the policy makers how my clients ’ business as usual are interrupted by the inefficiency of policy , in particular due to the fact that policies in national level are often different to policies in regional , provincial , and local level . Shortly , it is not synchronised . My points are also supported when I show the policy makers a three- minute video , which consists of key leaders of services industries speak up about current problems they face and reform they wish to have in Indonesia . In what if , I propose how my clients want the policies to be revised so that they can face certainty in policy environment , which might increase their stakeholders ’ and shareholders ’ confidence in investing more projects in Indonesia . I focus on the quick wins and low- hanging fruits , which are attainable as easy as taking three simple steps . I know that the policy makers are very busy dealing with various problems of various sectors , so in order to motivate them to promote policy reform I need to keep things short and simple . For example , I compare Indonesia with Singapore in terms of tax policy and business climate . I tell and show them potential loss if my clients move various divisions of their operation to Singapore and show them potential gain if my clients invest more in Indonesia . In this context , I personalise numbers into stories . The use of compare and contrast is proven effective . In what works , this is what actually works . By telling them stories , they are keen to revisit current policies and invite my clients to have face - to - face meetings . Insight & Approach Winning the policy makers ’ attention is one thing . Having them to act upon my stories by inviting my clients for a meeting is exceptional . It ascertains my points that stories touch people ’s right brain , which means it touches their creativity aspect . Basically , people want to be pictured as creative , agile , flexible , and supporting good cause . In my case , supporting policy reform means supporting economic growth , which also means a good cause . The use of a three - minute video is effective if the policy makers have enough time to watch , comment , and discuss . In a high - level meeting , sometimes time is an issue . A very busy high - level government officer might allocate ten minutes only to meet someone like me or my colleagues . In a relatively short time to discuss , I believe that storytelling will still be an effective tool . I can imagine it as the so - called elevator pitch , in which I structure my story in a compact size . If I have a longer meeting , I think I can combine storytelling with mind mapping . Mind mapping can help me summarise my points from my stories . It can give the policy makers key ideas of where to start and where to finish . Mind mapping also makes an abstract idea more concrete . However , I also believe that storytelling should precede mind mapping because without strong storytelling , mind mapping will be a mere illustration . It is story that moves people . Lastly , this design thinking course gives me a clear understanding that what is , what if , what wows , and what works are essential in building a good story , especially if the aim of my stories is to change something .