Enacting new narratives to create transformational change is the central idea in this book. Narratives connect the normal to the extraordinary, creating a bridge from how things are to how they can be. Narratives explain and create deviations from the norm,7 which is crucial when leading change. This narrative ability enables us to plot how our actions can lead to even the most extraordinary future state.
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But there are challenges. To enact a new vision, we must break free from the control of the old way of doing things. One of the main differences of my approach from most theories of change is that I assert that the old way of doing things is much harder to overcome than these theories imply, if they discuss this at all. Before we get to enacting change, we must devote some attention to how the old institutionalized ways of doing things pressure us to conform.8 We must resist these pressures. It is a substantial challenge.
The old way of doing things often has the status of an unquestioned norm, and we may not even be conscious of the narrative that directs us to do things the way they have always been done. The old way of doing things can become so entrenched that it guides us on autopilot. We follow the logic of the established narrative mindlessly, unaware of our conformity. Change implies nonconformity, and resisting the old way requires tremendous purposeful effort. The overlooked task of overcoming the current way of doing things is as difficult as, and a key aspect of, enacting change and establishing a new way of doing things.
Another main assumption I hold is that our actions are always guided by something—always. None of us has ever taken action based on nothing. It may be difficult to articulate, such as cultural norms, but our actions are guided even if this something is so deeply seeded, so normalized, that we do not realize we are going by it. Not being aware of the narrative ensures that we will remain stuck in our old ways. So the double whammy is that unquestioned narratives guide our actions, and we are not even aware of them.9 In fact, we often remain stuck in our old way of doing things even when it no longer serves us and, yes, even when it becomes detrimental to us.
Whether conscious of it or not, members of organizations already have a way of doing things, even if their early practices amounted to little more than norms defined by default or happenstance. Established ways become more deeply institutionalized over time. Even narratives that grew out of a series of ad hoc responses are not easily dismissed. The old way of doing things has a powerful control over us, shaping how we think, act, and see things. Change is not as simple as creating a vision and putting it in place. Change does not take place in a vacuum.
Focusing on the things we are already doing provides a much-needed dynamic and reflexive view for transformation. My approach takes into account the pressure to conform to existing norms even as we try to change them. Change normally involves a confrontation between the old way and a new way, so learning how to fight against the old way is crucial when enacting change. As you will see, we are often unwitting participants in tightening the grip the old way has on us, even when we are trying to change. You may have heard it put this way: “You can’t change the system; you’re part of the system.” This is a long-held paradox of change.10
How do we alter institutions, organizations, cultures, and communities even as they pressure us to conform to their norms? Although definitely a challenge, I believe that change from the inside is possible. In this book I describe how to conceptualize these complexities and outline how we might resist the control of institutions as we set about changing them. Any new narrative must fight against existing narratives to gain a foothold. By examining how narratives are created and become established or institutionalized, we can learn how to create and enact new ones.
To summarize, narratives guide how we think and act. As we navigate situations, we enact narratives. We may not be consciously aware of the narrative and the rules or norms it entails, but our actions stabilize narratives, and they become norms. Over time, what should be done in certain situations eventually becomes THE way things are done. For example, we have a narrative about the way things are done in elevators. We let people out before we get on; we step in, select our floor, and look toward the doors. This narrative entails several norms, and we adhere to them pretty strictly. We are probably on autopilot while enacting this narrative, and in this way narratives control us.
The big picture is that we can change the way we think and act, and we can change the way things are done, the way things are understood. Learning the social psychology behind narratives and the art of narrative change helps us meet this goal. My model of change helps you understand how you might loosen the control of existing narratives and enact new narratives that enable you to foster change. You will gain insights into how we got here, which is beneficial in providing a perspective on how norms and institutions form and then control us. That additional point of view is helpful in understanding what you are up against when enacting change.
One of the payoffs is that you will be able to apply these lessons to your organization, community, team, or your own life, immediately. You might also coach others and help them develop narratives for themselves, such as the personal leadership narratives I discuss later. If you are going to live by a narrative, you might as well be the one to create it. You will accomplish more of what you want to do.
I am giving you a powerful tool, but with powerful tools come strong cautions. My hope is that you will use this knowledge for good, but as you will come to see, it can be used toward less benevolent ends. You can attempt to control people by crafting new narratives that give you power over the way they act. My preferred goal is for you to become conscious of the narratives that govern your actions and to understand how others may have control over you.
I provide the tools you need to enact large-scale transformational change of any kind, from creating an entirely new culture for your organization or team to generating a concrete strategy for a social movement. Or you can start by changing yourself. The model of narrative change applies just as well to personal transformation as it does to large-scale change. Because the model is rooted in a description of how change happens naturally, you can use it not only to understand change or the way things are done but also to create new ways of doing things. Perhaps you just conform to “society,” but even then, you might free yourself from narratives that constrain your possibilities. In fact, emancipation from controlling narratives may be more valuable than creating a new narrative, and this model will help you do both.
To illustrate the model of narrative change, I tell the unlikely but miraculous story of Texas’s first permanent death penalty defense team. We brought about a large-scale transformational change in how the death penalty operates in Texas. I was lucky enough to be involved from the start with a small team of people in a new office charged with defending indigent defendants against the death penalty in Texas. What began as a ragtag group of misfits became an unstoppable team that managed to resist tremendous pressure to conform as we enacted a new way of doing things. Our success was nearly unimaginable.
We began in West Texas, where the State of Texas got the death penalty against the accused in capital trials more than 90 percent of the time. By the time my engagement with the team ended, our record was 70 wins and 1 death sentence. As the chief of the office put it to me two years after it all began, “Hans, if you had told me we would be this successful at the start of all this, no one would have believed you. I never imagined we would be this successful. No one did.”
Throughout the book, I use Uber as a corporate illustration to examine organizational change using the narrative change model as a lens. Uber has gone through an upheaval, to say the least. The $70 billion ride-sharing company is grappling with several narratives that must change if they hope to survive. Uber faces a crisis that threatens the