Storytelling, in German "Geschichten erzählen", is the art of communicating information and topics, including abstract content, in such a way that they can be easily received and understood. We derive the necessary narrative apparatus from film. We know that in every topic, there's a story that can be laid down and then followed like a continuous thread. In this way, we reach out to your target group and communicate your message in memorable and vivid language.
In order to move people - and that's the big challenge when talking about changes - you can't do it with the bare facts. If a story is to be remembered, it must touch the emotions.
What's the connection between the new software and a ship's voyage? And why is everyone talking about the presentation with the domino? Or getting so excited about the transparent puzzle cube. And why is everybody so keen to know where "Mission 128" is heading?
Our stories - to use an image from rocket science - are like the launch vehicle, perhaps, if required, a multi-stage booster, bearing your message to the receiver and making a major impact. It's a fact that the often high demands on the willingness of the staff to change means that their motivation, their simple willingness to act, is not sufficient. Willpower is required and a genuinely felt intention to carry out changes and deal with them.
Storytelling has the power to breathe life into topics and content, to communicate them in a way that is easy to understand whether the form is digital, haptic, audio-visual personal or networked. This power is also effective - and above all - when the subject is complex or abstract. The individual colleague can identify with the message, feel understood and included. After all, to understand is to change.