Transforming Workplace Behaviour and Culture – New White Paper
Mergers and acquisitions, toxic cultures, compliance initiatives that are getting no traction – these are some of the hardest problems to fix. All are fundamentally behavioural issues and are excellent subjects for a Drama for Change initiative.
After many months of developing and refining Drama for Change, I’ve put together a white paper to explain the methodology in detail. It’s concise because I prefer things short and to the point, but it nevertheless outlines the research-based framework and the material that informed it.
If you’re interested but sceptical, or if you need to explain it to sceptical colleagues, the white paper can help. You might find it intriguing.
One of the fascinating insights that gets me going is the notion, based largely on evolutionary psychologist Robin Dunbar’s research, that gossip is an evolved system. Its function is to police a group by making moral judgments about individual’s behaviour. As a system, it works to keep behaviour in line with the interests of the group. And because this behaviour has evolved with us to protect the group, it’s a very pleasurable activity.
In the modern workplace, gossip is often seen negatively because it involves talking about others behind their backs. But by making a fictitious character in a video drama the subject of discussion, we can harness the “gossip engine” without harm. This is a key technique at the heart of Drama for Change.
Unpacking the Drama for Change Methodology
So, what’s in the white paper?
I delve into the Drama for Change methodology, outlining how it leverages storytelling and social dynamics to drive meaningful and lasting behaviour change within organisations.
Here are the core principles:
- Engage, Don’t Tell
Instead of instructing employees on what they should do, Drama for Change engages them by posing questions through compelling narratives. This taps into our natural tendency to empathise with characters and scenarios, fostering a more open and reflective attitude towards change.
- Gossip as a Social Engine
By making the protagonist of the drama the subject of discussion, we create a safe space for employees to explore and critique behaviours depicted in the videos. This leads to a deeper understanding and internalisation of the desired changes.
- Campaign-Driven Implementation
Drama for Change isn’t a one-off event but is deployed through a carefully crafted campaign. This includes teasers to build anticipation, the release of the main drama videos, and post-video discussions – such as Gogglebox-style videos – to keep the conversation going. This sustained engagement ensures the message is reinforced over time, leading to lasting change.
Evidence of Effectiveness
The white paper also explores real-world examples where drama and storytelling have significantly influenced behaviour:
- Entertainment-Education (E-E): Pioneered by Miguel Sabido, E-E uses drama to promote social change. His telenovelas in Mexico were credited with influencing national birth rates. This approach has been applied globally to address public health, literacy, and social development issues.
- Unintended Media Impact: Even when not intentionally designed for behaviour change, media can have profound effects. The movie Top Gun led to a substantial increase in Navy applications, while Sideways reshaped the wine industry by affecting consumer preferences.
These examples highlight the power of storytelling to influence actions and decisions on a large scale.
Join the Conversation
I’m pleased to share this white paper with you and hope it offers valuable insights into tackling some of the toughest challenges in workplace behaviour and culture. Whether you’re curious, sceptical, or looking for ways to engage your team on difficult issues, I encourage you to read it.
As always, I welcome your thoughts and questions. Let’s continue the dialogue on how we can use drama and storytelling to create meaningful change in our organisations.
What are your thoughts on using drama and storytelling as tools for organisational change? Feel free to share your insights or reach out if you’d like to discuss this further.
