Читать книгу Stories for Work - Dolan Gabrielle - Страница 7

Storytelling has been around since the dawn of time and humans have always communicated using stories. Evidence of this is seen from the paintings left behind by our cave-dwelling ancestors to the Aboriginal culture and Dreamtime storytelling, which continues to be passed down generation to generation.

It's only recently, however, that modern business has started to realise the power and potential of this ancient art.

In a world of information overload and short attention spans, business people are looking for a more effective way to get their messages across and to help them stand out from all the ‘noise'. Combine this with an appreciation of being more authentic in the way we lead, and it is no surprise that storytelling has emerged as a powerful tool.

In this part, I take you through exactly why storytelling is so powerful in business, drilling down into the science behind it. I also cover the four main types of stories you will need, and how to find, construct and share your stories.

While the art of storytelling is an ancient form, the applications of storytelling in business are just being discovered.

Chapter 1
The science of storytelling

Sure, you might already be aware that telling a story makes good sense, but it is more than that. It is actually based on good science. In this chapter I take you through this science, explaining how stories build trust and heighten emotions.

The brain behind the story

Our brain has different parts, and each part has a different job. The left side of our brain, for example, helps us think logically and organise our thoughts, while the right side helps us experience emotions and recall personal memories. We also have a ‘reptile brain’ that makes us act instinctively and a ‘mammal brain’ that helps us connect in relationships. And our brains have a neocortex, which is connected to a complex series of nerves and networks called the ‘limbic system’. This is responsible for the development of the bond we feel between ourselves and another (like the mother–child bond).

In his international best-selling book Emotional Intelligence, Daniel Goleman explains that our evolved neocortex is the reason our emotions are so powerful. He says,

“As the root from which the newer brain grew, the emotional areas are intertwined via myriad connecting circuits to all parts of the neocortex. This gives the emotional centres immense power to influence the functioning of the rest of the brain.

When we tell stories all the different parts and areas of our brain are stimulated and start to work together, combining words and logic and emotions and sensory images, so we see the whole picture and communicate our experience. Essentially, with all this activity going on, our emotions go into overdrive.

This means that stories provoke our emotions. Good stories make us feel something as we listen to them – excitement, anger, sadness, empathy or enthusiasm. Consequently, feeling these emotions means we feel something towards the person telling the story, which helps create connection – the bond like the ones our neocortex helps develop.

We love a good story

In the 2014 Harvard Business Review article ‘Why your brain loves good storytelling’, neuroeconomist Paul Zak revealed the powerful impact the love hormone oxytocin has on the brain when we tell stories.

Oxytocin is also often referred to as the ‘trust hormone’. Our bodies release it when we are with people we love and trust, when we hug, or even when we shake hands in a business meeting. And it’s released when we listen to stories. Oxytocin being released signals to the brain that everything is okay and it is safe to approach others – essentially, that we won’t be attacked or eaten, as would have been the risk back in the day.

So not only does a good story make us feel different emotions and a connection to the storyteller but, at the same time, the love hormone oxytocin is also signalling that we can be trusted, which in turn helps build our credibility.

Stories build trust and credibility

Neuroscientist Uri Hasson opened his 2016 TED talk with the following:

“Imagine if we invented a device that could record my memories, my dreams, my ideas and transmit them to your brain. That would be a game-changing technology, right? But, in fact, we already possess this device and it’s called the human communication system and effective storytelling.

Hasson’s research shows that even across different languages, our brains show similar activity when we hear a story, becoming what he calls ‘aligned’ or ‘synchronised’.

In one study, listeners lay in the dark waiting to hear a story spoken out loud. The moment the story started, the auditory cortex of the listeners’ brains, the area that processes sound, became active and aligned. Hassan calls this ‘neural entrainment’.

It was only when the listeners heard the story in a coherent way that alignment started to happen. This did not happen if the story was played backwards, or the words or sentences were scrambled. But the story was still understood in a similar way when it was told in Russian to a group of Russian listeners as it was when told in English to a group of English listeners.

The participants were also shown a clip from the BBC TV series Sherlock. Months later, one participant was asked to tell another about the scene they watched. The results showed that the brain of the person telling the story aligned with the same activity their brain showed when they watched the show some months earlier. Furthermore, the brain of the participant who was listening to the story also aligned in a similar way.

So what does all this prove? Listening to a story being told is effectively like reliving that story as if it were yours. What better way to create common ground and a shared understanding with someone? And this is especially the case if you’re making a presentation to an audience of 1000 strangers or even facilitating a one-on-one coaching session.

Emotions drive our decisions

Just some of the questions running through the minds of our audience when we are talking to them include the following:

▪ Do I buy from you?

▪ Do I get behind this change?

▪ Do I accept the role with you?

▪ Do I believe you?

▪ Do I take your advice?

▪ Do I follow you?

▪ Do I respect you?

Our audience will be forming these types of questions whether we’re trying to get them to buy-in to an organisational change or motivating them towards next year’s goals.

Usually, we try to influence them with a PowerPoint presentation of facts and figures or an outline of the pros and cons of whatever it is we want them to feel excited about. These strategies are all based on logic. Yet, science says that we make up our minds to the types of questions I listed based on our emotions and how we feel about something.

Research by neuroscientist Antonio Damasio shows emotion plays a significant role in our ability to make decisions. While many of us believe logic drives our choices, the reality is that we have already made an emotional decision and we then use logic to justify the choice – to ourselves and to others.

Damasio’s research involved examining people with damage to their frontal lobe, which is the area of the brain where emotions are generated and that helps to regulate personality. Except for their inability to feel or express emotions, the participants had normal intellectual capacity in terms of working memory, attention, language comprehension and expression. However, they were unable to make decisions.

The vast majority of participants could describe in logical terms what they thought they should be doing, but they found it difficult to actually make a decision, including making a simple choice like deciding what to eat. This indecision came from them going over the pros and cons for each option again and again. Presented with a choice to make, we struggle to make a decision without some form of emotion influencing it.

Influence and impact

Damasio’s research does not stand alone. According to Christine Comaford, neuroscience expert and author of the New York Times bestseller Smart Tribes: How Teams Become Brilliant Together, 90 per cent of human behaviour and decision-making is driven by our emotions.

Not fully understanding this is often why we get incredibly frustrated when our team members do not do what we want them to do. In our mind, our request makes logical sense! But as best-selling author Dale Carnegie put it, ‘When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion.’

That’s why it’s important to note the difference between a case study and a story. Case studies are based on logic, facts and figures (as you’ll see from those provided in chapters 13 to 15). They still play an important role in business, but not from the standpoint of connecting with someone on an emotional level.

Marketing executives and advertisers are acutely aware of the power of using storytelling and emotion in business to drive purchasing decisions. You only have to look at the latest car advert for proof!

A study of over 1400 marketing campaigns submitted to the UK-based Institute of Practitioners in Advertising (IPA) rated how effective marketing campaigns were, based on profit gains. The results showed:

▪ campaigns based purely on emotion rated as 31 per cent effective

▪ campaigns based purely on logic rated as only 16 per cent effective

▪ campaigns that combined emotion and logic rated as 26 per cent effective.

This research indicates that using logic alone has the least impact and using emotion has almost double the impact. (For more on this research, go to www.neurosciencemarketing.com/blog and search ‘emotional ads’.)

Storytelling is deeply rooted in making an emotional connection with another person. That’s why if you’re looking to make an impact or influence someone at work, it makes scientific sense to use a story.

Attention, please!

Remember Paul Zak’s research on oxytocin and storytelling? His research goes on to show that when we listen to a tense moment in a story, our brains produce the stress hormone cortisol, which helps us to focus.

In one of his studies, participants watched an emotional story about a father and his son. Both cortisol and oxytocin were released in varying degrees in the participants. When cortisol was present, the participants with higher amounts of oxytocin also present were more likely to donate money to someone they had never met.