Introduction
The culture of the progressive sector—as with all sectors—is rooted in stories. They are stories that convey values, mental models, assumptions and identities, all of which ultimately guide our behaviors.
Unsurprisingly, the most powerful stories that define the culture of our sector are not the stories about the issues we work on, but rather the stories we tell ourselves about who we are (and aren’t) and how we should act in the world to make change (and shouldn’t).
Narrative is now a big buzzword in the field of social change. That is more a testament to people wanting to understand narrative, however, than it is a testament to people actually understanding it.
Evaluating our overall approach to narrative, as well as the specific narrative changes we have determined to achieve, comes down to a foundational question:
What is our own narrative about the role that narrative strategy plays in social change—our own narrative about what it is, what it takes to do it well and what’s at stake in our success? We tell ourselves a story about storytelling, a narrative about changing narratives. What purpose is it serving? Is it the right narrative? Is it the one we need?
I believe we have the wrong narrative about narrative.







