Contar histórias, uma narrativa para unir, não para hipnotizar

E voltamos à história de que as organizações são redes de conversas.
.
Um interessante artigo sobre o poder das histórias "Using Stories to Overcome Fear":
.
"In uncertain times, if leaders don't tell and sell a purposeful story that incites their employees, partners, investors, boards of directors, and other stakeholders to manage fear, confront uncertainty, and collaborate with change, someone else will write their future. That usually leads to a story with an unhappy ending.
.
Fear can paralyze or catalyze an organization. Leaders' willingness to embrace fear dictates how successful they and their enterprise may be. Leaders must tell a story that makes fear an ally, not an adversary, ultimately conveying the message that fear — F.E.A.R — is "false evidence appearing real."
...
A story is a vehicle that puts facts into an emotional context. The information in a story doesn't just sit there as it would in a list or data dump. Instead, it's built to create suspense and engage your listener in its call to action. Facts and figures are memorable to computers, not to people. Research on memory conclusively shows that all the critical details, data, and analytics, are more effectively emotionalized and metabolized by the listener when they're embedded in a story — and they become significantly more actionable."
.
Se os líderes contam histórias que não soam bem, que não têm dificuldades, que escondem informação... vamos ter um problema.