{Excerpt} Storytelling is the use of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals
Storytelling has advantages over the communication techniques commonly used in organizations, be they electronic mail, reports, or formal speeches. First, it enables articulation of emotional aspects as well as factual content, allowing expression of tacit knowledge (that is always difficult to convey). Second, by providing the broader context in which knowledge arises, it increases the potential for meaningful knowledge-sharing. Third, by grounding facts in a narrative structure, it augments the likelihood that learning will take place and be passed on. Purposeful storytelling can deliver results that conventional, abstract modes of communications such as those mentioned earlier cannot. Anyone can use it and become better at using it to reach many rapidly

Serrat, Olivier

English

DigitalCommons@ILR

Cornell University ILR School 
DigitalCommons@ILR 
International Publications Key Workplace Documents 
10-2008 
Storytelling 
Olivier Serrat 
Asian Development Bank 
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Storytelling 
Abstract 
{Excerpt} Storytelling is the use of stories or narratives as a communication tool to value, share, and 
capitalize on the knowledge of individuals 
Storytelling has advantages over the communication techniques commonly used in organizations, be they 
electronic mail, reports, or formal speeches. First, it enables articulation of emotional aspects as well as 
factual content, allowing expression of tacit knowledge (that is always difficult to convey). Second, by 
providing the broader context in which knowledge arises, it increases the potential for meaningful 
knowledge-sharing. Third, by grounding facts in a narrative structure, it augments the likelihood that 
learning will take place and be passed on. Purposeful storytelling can deliver results that conventional, 
abstract modes of communications such as those mentioned earlier cannot. Anyone can use it and 
become better at using it to reach many rapidly. 
Keywords 
Asian Development Bank, ADB, poverty, economic growth, sustainability, development 
Comments 
Suggested Citation 
Serrat, O. (2010). Storytelling. Washington, DC: Asian Development Bank. 
Required Publisher's Statement 
This article was first published by the Asian Development Bank (www.adb.org) 
This article is available at DigitalCommons@ILR: https://digitalcommons.ilr.cornell.edu/intl/202 
Knowledge 
Solutions
October 2008 | 10
Storytelling is 
the use of stories 
or narratives as 
a communication 
tool to value, share, 
and capitalize on 
the knowledge of 
individuals.
Storytelling
by Olivier Serrat 
Definition
Storytelling is the vivid description of ideas, beliefs, personal 
experiences, and life- lessons through stories or narratives 
that evoke powerful emotions and insights.
Advantages
Storytelling has advantages over the communication tech-
niques commonly used in organizations, be they electronic 
mail, reports, or formal speeches. First, it enables articula-
tion of emotional aspects as well as factual content, allow-
ing expression of tacit knowledge (that is always difficult to 
convey). Second, by providing the broader context in which knowledge arises, it increases 
the potential for meaningful knowledge-sharing. Third, by grounding facts in a narrative 
structure, it augments the likelihood that learning will take place and be passed on. Pur-
poseful storytelling can deliver results that conventional,  abstract modes of communica-
tions such as those mentioned earlier cannot. Anyone can use it and become better at using 
it to reach many rapidly.
Communicating Naturally
The age-old practice of storytelling is one of the most effective tools that people can use. 
Storytellers communicate naturally: analysis might excite the mind but it does not offer an 
easy route to the heart, which is where one must go to motivate people. Working with stories 
is one of the best ways to
• Make abstract concepts meaningful.
• Help connect people and ideas.
• Inspire imagination and motivate action.
• Give breathing space and allow different perspectives to emerge.
• Create sense, coherence, and meaning.
• Develop valuable descriptions of the situations in which knowledge is applied and 
solutions are found.
• Examine organizational values and culture.
• Communicate complex messages simply.
• Operate effectively in networks.
• Inspire change.
Knowledge 
Solutions
2
Table 1: The Difference Between a Report and a Story 
Version A Version B
In our evaluation of a project in Bangladesh, we noted a wide 
variance in the competence of individual villages to develop 
sustainable and effective solutions to problems encountered, 
for example in replacing broken parts or developing low-cost 
products such as new latrines. The lessons to be learned from this 
evaluation are that we should:
• work against over-dependence on development partners,
• note and encourage entrepreneurial approaches to problems,
• identify existing and repeatable good practices,
• build and strengthen communication between villages to assist 
cross-fertilization of ideas at the grassroots level.
Bangladesh is a really impressive place… in a positive sense.  
I was in a village last year working in water and sanitation.  
We were trying to promote the use of improved latrines, but 
could not produce concrete slabs and rings locally for a low cost. 
Somebody told me to visit the latrines of a lady in the village,  
so I went along and said, “Can I see your latrines?” She had made 
a latrine out of a clay pot with the bottom cut off. Then, with a 
potter from the area, she developed a small local production of 
bottomless pots, and they became the latrines. Ingenious.
A few weeks later I was in another village and saw a hand 
pump; it was broken, just a small piece missing. So I said to the 
villagers, “Why don’t you repair your pump?” And they said, 
“Oh, we just wait for another donor to bring a new pump.” So I 
said, “Why don’t you visit the lady in the village over there? She 
finds ways of getting things done for herself.”
Source: Swiss Agency for Development and Cooperation. 2005. Story Guide: Building Bridges Using Narrative Techniques. Berne.  
Available: www.deza.admin.ch/ressources/resource_en_155620.pdf
Table 2: A Storytelling Catalogue 
If your 
objective is to 
You will need a story that In telling it, you will need to Your story will inspire  
such responses as
Spark action Describes how a successful change 
was implemented in the past, but 
allows listeners to imagine how it 
might work in their situation
Avoid excessive detail that will take 
the audience’s mind off its own 
challenge
“Just imagine...”
“What if...”
Communicate 
who you are
Provides audience-engaging drama 
and reveals some strength or 
vulnerability from your past
Include meaningful details, but also 
make sure the audience has the time 
and inclination to hear your story
“I didn’t know that about him!”
“Now I see what she’s driving at.”
Transmit values Feels familiar to the audience and 
will prompt discussion about the 
issues raised by the value being 
promoted
Use believable (though perhaps 
hypothetical) characters and 
situations, and never forget that the 
story must be consistent with your 
own actions
“That’s so right!”
“Why don’t we do that all the time?”
Foster 
collaboration
Movingly recounts a situation that 
listeners have also experienced and 
that prompts them to share their own 
stories about the topic
Ensure that a set agenda does not 
squelch this swapping of stories—
and that you have an action plan 
ready to tap the energy unleashed by 
this narrative chain reaction
“That reminds me of the time that 
I...”
“Hey, I’ve got a story like that.”
Tame the 
grapevine
Highlights, often through the use 
of gentle humor, some aspect of a 
rumor that reveals it to be untrue or 
unlikely
Avoid the temptation to be mean-
spirited, and be sure that the rumor 
is indeed false
“No kidding!”
“I’d never thought about it like that 
before!”
Share knowledge Focuses on mistakes made and 
shows in some detail how they were 
corrected, with an explanation of 
why the solution worked
Solicit alternative—and possibly 
better—solutions
“There but for the grace of God ...”
“Wow! We’d better watch that from 
now on.”
Lead people  
into the future
Evokes the future you want to create 
without providing excessive detail 
that will only turn out to be wrong
Be sure of your storytelling skills 
(otherwise, use a story in which the 
past can serve as a springboard to 
the future)
“When do we start?”
“Let’s do it!”
Source: Steven Denning. 2004. Telling Tales. Harvard Business Review. May: 122–129. Available: www.deza.admin.ch/ressources/resource_
en_155620.pdf
Storytelling
3
Table 3: Storytelling Template for Use in Workshops 
The Title of the Story:
The Name of the Original Teller:
The Name of the Listener or Understander:
Landscape: 
The scene in time (year) and space (country)
Dwelling Place:
The precise location where the action occurred
Characters:
The cast list, descriptive attributes, and roles in story
Challenge:
The problem or task that triggered the action
Action:
The sequence of events before, during, and after the turning point
The Turning Point:
The moment when the change happened
Resolution:
The ending, including the moral, lesson learned, or message 
Key Visual Hooks:
Mnemonics to help partners re-tell the story
Source: Adapted from Sparknow Consulting. Available: www.sparknow.net.
Applications
Storytelling is used to identify and exchange learning episodes, explore values and inspire people toward the 
possibility of change, enrich quantitative information with qualitative evidence, make out connections and 
create common purpose, and improve the effectiveness of strategic decisions. Potential applications of stories 
include
• Oral histories
• Team or community-building exercises
• Workshop warm-ups
• Back-to-office reports
• Activity or project reviews
• Monitoring and evaluation systems
• Recreation
Elements of a Good Story
Good stories are generally interesting, unusual, provocative, serious, controversial, surprising, intriguing, or 
inspiring. They
• Respond to demand.
• Exploit a specific opportunity.
• Include personal and human elements of experience.
• Present the point of view of someone who has been directly involved.
• Use a variety of narrative patterns for different aims.
• Achieve a balance between words from persons and statements from organizations.
• Recount a successful intervention.
• Describe an unsuccessful intervention.
• Provide a solution to both immediate and broader problems.
• Play to what is already in people’s minds.
• Target people with the authority to make decisions and change things.
Knowledge 
Solutions
4
Caveats
Storytelling is not suitable for every situation and there may be instances when they are not the right choice. 
That is when the audience does not want one, when analysis would be better, when the story is not ready, or 
when a story would be deceptive. In some working contexts, storytelling will require patience and management 
backing for a long time.
Further Reading
Steve Denning’s website. Available: www.stevedenning.com
Ingie Hovland, I. 2005. Successful Communication: A Toolkit for Researchers and Civil Society Organizations. 
ODI Working Paper 227. London: ODI. Available: www.odi.org.uk/rapid/publications/documents/ comms_
tools_web.pdf.
For further information 
Contact Olivier Serrat, Head of the Knowledge Management Center, Regional and Sustainable Development Department, 
Asian Development Bank (oserrat@adb.org)
Asian Development Bank 
ADB, based in Manila, is dedicated to reducing poverty in the 
Asia and Pacific region through inclusive economic growth, 
environmentally sustainable growth, and regional integration. 
Established in 1966, it is owned by 67 members—48 from the 
region. In 2007, it approved $10.1 billion of loans, $673 million of 
grant projects, and technical assistance amounting to $243 million. 
Knowledge Solutions are handy, quick reference guides to tools, 
methods, and approaches that propel development forward and 
enhance its effects. They are offered as resources to ADB staff. They 
may also appeal to the development community and people having 
interest in knowledge and learning.
The views expressed in this publication are those of the author 
and do not necessarily reflect the views and policies of the 
Asian Development Bank (ADB) or its Board of Governors or the 
governments they represent. ADB encourages printing or copying 
information exclusively for personal and noncommercial use with 
proper acknowledgment of ADB. Users are restricted from reselling, 
redistributing, or creating derivative works for commercial purposes 
without the express, written consent of ADB.
Asian Development Bank
6 ADB Avenue, Mandaluyong City
1550 Metro Manila, Philippines
Tel +63 2 632 4444
Fax +63 2 636 2444
knowledge@adb.org 
www.adb.org/knowledgesolutions


Storytelling

{Excerpt} Storytelling is the use of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals Storytelling has advantages over the communication techniques commonly used in organizations, be they electronic mail, reports, or formal speeches. First, it enables articulation of emotional aspects as well as factual content, allowing expression of tacit knowledge (that is always difficult to convey). Second, by providing the broader context in which knowledge arises, it increases the potential for meaningful knowledge-sharing. Third, by grounding facts in a narrative structure, it augments the likelihood that learning will take place and be passed on. Purposeful storytelling can deliver results that conventional, abstract modes of communications such as those mentioned earlier cannot. Anyone can use it and become better at using it to reach many rapidly.Storytelling.pdf: 430 downloads, before Oct. 1, 2020

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