5 Story Structures for Change Initiatives
Change is hard - only 34% of change initiatives succeed, and poor communication is often to blame. Storytelling can help. Research shows stories are remembered 22x more than facts alone, making them a powerful tool to inspire action and overcome resistance. Here are 5 proven storytelling frameworks to guide your change efforts:
- ABT Framework (And-But-Therefore): Simplifies communication into 3 parts - context, conflict, and resolution. Best for quick, clear messaging.
- Hero's Journey: Frames change as an adventure with your audience as the hero. Great for inspiring cultural or leadership transformations.
- Kotter's 8-Step Model: A systematic approach for large-scale changes, from creating urgency to embedding new behaviors.
- Lewin's 3-Act Structure: Focuses on psychological readiness with 3 phases - Unfreeze, Change, Refreeze. Ideal for mindset shifts.
- ADKAR Framework: Centers on individual adoption - Awareness, Desire, Knowledge, Ability, and Reinforcement. Best for personal skill-building or tech rollouts.
Quick Comparison
| Structure | Focus | Best For | Time Needed |
|---|---|---|---|
| ABT Framework | Problem-solution clarity | Quick wins, process improvements | Low |
| Hero's Journey | Transformation | Cultural shifts, leadership growth | High |
| Kotter's 8-Step | Systematic change | Large-scale transformations | High |
| Lewin's 3-Act | Readiness for change | Behavioral or mindset shifts | Medium |
| ADKAR | Individual focus | Skills training, tech adoption | Medium |
Each framework offers a unique way to connect emotionally and logically with your audience. Choose one based on your goals, timeline, and audience needs to make your change initiative a success.
How to Use Storytelling to Accelerate Change with John Saunders, Coach, Author, Optimizer
1. ABT Framework (And-But-Therefore)
The ABT Framework is a simple yet effective way to structure stories, especially when driving change. Developed from Randy Olsen's ideas, it breaks every story into three key parts: "And" (the context), "But" (the conflict), and "Therefore" (the resolution).
"Every story can be reduced to this single structure." - Randy Olsen, Author, Harvard Ph.D. marine biologist and screenwriter [2]
What makes ABT so effective is its simplicity. Unlike more intricate approaches, like the Hero's Journey, which can feel overwhelming, ABT offers a clear and practical guide. Greg Head, Founder of ScalingPoint and Greg's List, emphasizes its value:
"The ABT is THE most powerful framework for communication that I have ever used." - Greg Head [2]
How ABT Works in Change Communication
The ABT framework mirrors the natural flow of communication. It starts with the "And", where you lay out the facts, shared experiences, or the current state - establishing common ground. The "But" introduces a problem or challenge, creating urgency and showing why action is needed. Finally, the "Therefore" provides a solution, connecting the dots between the context, the conflict, and the way forward.
Practical Use for Leaders
When leading change, the ABT framework can help you shape a clear, compelling message:
- Start with the "And": Share relevant facts or experiences, like market trends, performance data, or shared goals, to create alignment.
- Introduce the "But": Highlight the main challenge, whether it's changing customer needs, increased competition, or inefficiencies, and explain the cost of inaction.
- Conclude with the "Therefore": Present actionable solutions that directly address the challenge, making sure they are realistic and achievable.
Why ABT Works
ABT stands out because it combines emotional appeal with logical structure. By first acknowledging the current state and then presenting challenges, it builds trust and fosters engagement. Ben Horowitz, Co-founder of Andreessen-Horowitz, captures the importance of storytelling in strategy:
"The mistake people make is thinking the story is just about marketing. No, the story is the strategy. If you make your story better you make the strategy better." - Ben Horowitz [2]
The beauty of ABT is its flexibility. Whether you're pitching an idea, presenting a case study, or addressing a large audience, this framework ensures your message is clear, focused, and impactful - setting the stage for exploring other storytelling techniques.
2. Hero's Journey Structure
The Hero's Journey takes the concept of change and frames it as an inspiring, transformative adventure. Joseph Campbell introduced this storytelling model in The Hero with a Thousand Faces, revealing timeless patterns that resonate deeply across different societies and generations. Its magic lies in how it turns struggles into opportunities for growth - casting your team, organization, or customers as heroes embarking on a meaningful quest.
Here’s a closer look at how the 12 stages of this framework align with the phases of change:
The 12-Stage Framework for Change
The Hero's Journey consists of 12 stages, each representing a critical step in both storytelling and navigating change. These stages help build momentum and keep people engaged throughout the process:
| Stage | Description | Connection to Change Initiatives |
|---|---|---|
| 1. The Ordinary World | The hero's everyday life before the adventure begins. | Assessing the current state of the organization. |
| 2. Call to Adventure | A challenge or opportunity arises. | Recognizing the need for change. |
| 3. Refusal of the Call | Initial resistance to the journey. | Addressing hesitation or pushback within the organization. |
| 4. Meeting the Mentor | Guidance from a teacher or expert. | Identifying leaders or resources to support the change. |
| 5. Crossing the First Threshold | Leaving the comfort zone to face the unknown. | Committing to the change initiative. |
| 6. Tests, Allies, and Enemies | Facing challenges and finding support. | Building alliances and overcoming obstacles. |
| 7. Approach to the Inmost Cave | Preparing for a major challenge. | Strategizing and planning for pivotal changes. |
| 8. Ordeal | The hero's toughest test. | Implementing the most challenging aspects of change. |
| 9. Reward (Seizing the Sword) | Achieving a breakthrough or success. | Celebrating milestones and initial wins. |
| 10. The Road Back | Returning to the familiar but changed. | Managing the transition and addressing lingering challenges. |
| 11. Resurrection | Emerging transformed after a final test. | Achieving full transformation. |
| 12. Return with the Elixir | Sharing newfound wisdom or benefits. | Embedding changes and sharing lessons learned. |
Real-World Application: Digital Transformation
This framework is particularly relevant to digital transformation efforts. For example, consider a company transitioning to new technologies. The Ordinary World represents their existing systems and processes. The Call to Adventure emerges when leadership identifies the need for modernization, and the Refusal of the Call reflects employee reluctance or fear of change. Engaging with consultants or industry experts during the Meeting the Mentor stage provides the necessary guidance, while Crossing the First Threshold signifies the organization's commitment to move forward.
As the journey continues, the Tests, Allies, and Enemies stage includes tackling implementation challenges, training staff, and integrating new systems. The Approach to the Inmost Cave involves confronting critical decisions or setbacks, leading to the Ordeal, where the organization faces its toughest challenges. Early successes during the Reward stage keep momentum alive, and by the time they reach the Return with the Elixir, the organization enjoys tangible benefits like streamlined operations, happier customers, and a stronger market position.
Why Heroes Matter More Than Features
The real strength of the Hero's Journey lies in its ability to make your audience - not your organization - the hero. This approach builds trust and fosters deeper engagement, something traditional communication methods often fail to achieve.
"When we position our customer as the hero and ourselves as the guide, we will be recognized as a trusted resource to help them overcome their challenges. Positioning customers as heroes is not only respectful - it drives business results." – Donald Miller, StoryBrand [3]
A compelling example comes from the early 2010s when a Fortune 500 mobile telecom CEO used this principle during a major strategic shift. Instead of focusing on corporate metrics, he introduced "Bob Jensen", a fictional customer based on real data. Bob’s story highlighted common frustrations with contracts and early termination fees. Presented to 5,000 leaders, this narrative helped launch a new value proposition that reshaped an entire industry [4].
Practical Implementation Tips
When applying the Hero's Journey to change initiatives, start by identifying your hero and framing goals as quests rather than routine tasks. Sometimes the hero might be your team tackling operational challenges; other times, it’s your customers navigating market changes with your organization as their guide. Structure your communication with a clear beginning, middle, and end that mirrors the hero’s adventure. Present obstacles as opportunities to grow rather than mere problems to solve.
This storytelling approach doesn't just make your message more engaging - it makes it stick. Research shows that information structured as a story can boost recall by up to 22 times [4]. More importantly, it transforms the emotional experience of change, turning fear into inspiration and helping everyone involved see themselves as part of a larger, meaningful journey.
3. Kotter's 8-Step Story Arc
John Kotter's well-known change management model doubles as a powerful storytelling framework for driving organizational change. With over 70% of change initiatives falling short and 88% of executives favoring structured approaches, Kotter’s method offers a clear path to success [5][7].
From Change Management to a Storytelling Framework
Kotter's eight steps naturally unfold like a classic story arc, starting with a pressing challenge and culminating in a lasting resolution. Each step serves as a pivotal moment, propelling the transformation while keeping stakeholders engaged throughout the process.
This narrative-driven approach doesn’t just organize change - it delivers results. Take NetApp in 2024 as an example. By applying Kotter’s 8-step model, they tackled three strategic priorities: expanding market share, forming global partnerships, and improving operational efficiency. Their efforts resulted in bundled solutions and a streamlined sales process. The payoff? A 44% revenue boost, a 55% jump in sales, and a $14 billion increase in market capitalization [7].
By blending earlier storytelling techniques with Kotter’s structured framework, organizations can navigate the journey from crisis to meaningful transformation.
The 8-Step Story Structure
Here’s a concise breakdown of Kotter’s eight-step process, framed as a narrative:
Step 1: Create Urgency
This is the starting point - your story’s crisis. Highlight the risks of staying stagnant, using the "burning platform" analogy to emphasize the stakes. Ask, "What happens if we don’t act now?" [8].
Step 2: Build a Guiding Coalition
Introduce the key players in your story. This isn’t limited to senior leadership - it’s about assembling a diverse team of influencers from across the organization who represent different perspectives [10].
Step 3: Form a Strategic Vision
Define the destination. A clear, focused vision becomes the guiding light for the entire organization. Use tools like the "Elevator Pitch" to make it simple and relatable [5][8].
Step 4: Enlist a Volunteer Army
Expand the cast. Inspire employees to actively participate by showing how they’ll benefit both personally and professionally. Shift the tone from "top-down directive" to a collective mission [10].
Step 5: Enable Action by Removing Barriers
Introduce the rising action by identifying and addressing obstacles. Empower employees to solve problems, making them co-creators of the change [10].
Step 6: Generate Short-Term Wins
Celebrate small victories along the way. Publicly acknowledging these wins keeps morale high and builds confidence for tackling larger challenges [10].
Step 7: Sustain Acceleration
Keep the momentum going. Build on early successes by maintaining regular updates and pushing forward toward the ultimate goal [10].
Step 8: Institute Change
End the story by embedding the new behaviors into the organizational culture. This is where the transformation becomes permanent.
Applying Storytelling to Real-World Change
Each step can be framed as a narrative element to make it more engaging. For example, instead of merely stating, "We need to create urgency", illustrate the external pressures or market shifts threatening the status quo. When forming a coalition, introduce the leaders and their unique roles in driving progress.
"Creating a high enough sense of urgency among a large enough group of people is an issue I have come to believe is of overriding importance in a fast-moving, turbulent era." [9]
Why Structure is Key to Engagement
Kotter’s model works so well because it mirrors how people naturally process stories. Each step builds on the last, creating a logical flow that’s easy to follow and remember.
As John Ham from COTY points out:
"The way that you can guarantee success in a difficult change… is to not skip any of the steps or the learnings." [6]
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4. Lewin's 3-Act Change Structure
Kurt Lewin's change model simplifies the process of transformation into three distinct phases: Unfreeze, Change, and Refreeze.
What sets Lewin's approach apart is its focus on people. Instead of overwhelming teams with a long list of steps, it highlights the importance of understanding why change is happening, how it will unfold, and what roles individuals will play in the process [13].
"Lewin's model of change is a three-stage process, likened to unfreezing a block of ice, pouring it into a mould, and refreezing it in a new shape." - Matthew Channell, Commercial Director, TSW Training [13]
Breaking Down the Three Acts
Lewin's model adapts storytelling principles to human behavior, dividing the process into three clear steps.
Act 1: Unfreeze
This phase focuses on creating readiness for change by challenging the status quo. The goal isn't to shock or disrupt, but to foster openness to new ideas. Leaders identify current challenges, engage stakeholders, and clearly communicate why the existing approach no longer works [11].
Act 2: Change
Here’s where the transformation begins. Teams start adopting new behaviors, workflows, and mindsets through hands-on training, consistent support, and regular feedback. This stage represents the journey from the old way of doing things to the new [11].
Act 3: Refreeze
The final phase ensures that the changes stick. New practices are embedded into daily routines and company culture, becoming the new normal. This step is critical to prevent backsliding into old habits [11].
A Practical Example of Lewin's Model
Consider a company that transitioned its documentation system from Google Docs to ClickHelp using Lewin's framework. During the Unfreeze stage, management explained the limitations of Google Docs and invited team input on piloting ClickHelp [12]. The Change phase included interactive training sessions and ongoing support to ease the transition [12]. Finally, the Refreeze stage involved integrating ClickHelp into daily workflows, supported by updated performance metrics to reinforce its use [14].
This example demonstrates how clear communication and structured steps can make even complex transitions manageable.
Why Keeping it Simple Works
Lewin's model thrives on its straightforward approach. Research from Prosci reveals that projects with effective change management are seven times more likely to achieve their goals compared to those with weak strategies [14]. Its step-by-step structure minimizes confusion, providing a clear roadmap for teams to follow [14]. When overly complex frameworks falter, Lewin's simplicity helps organizations move forward [15].
For leaders aiming to guide their teams through change, Lewin's 3-Act model offers a clear and effective blueprint. Up next, discover how the ADKAR Story Framework can further refine your change communication strategy.
5. Prosci's ADKAR Story Framework
The ADKAR model stands out by focusing on individual transformation as the key to driving organizational change. While many frameworks emphasize systems or processes, ADKAR zeroes in on people - the heart of any successful shift. Developed by Prosci, this model breaks change down into five stages: Awareness, Desire, Knowledge, Ability, and Reinforcement. Each stage represents a step in the personal journey toward embracing and sustaining change, creating a clear and actionable path for individuals to follow [18]. Let’s explore how each element contributes to personal and organizational success.
Building Your ADKAR Story
Awareness
This step focuses on helping individuals understand why change is necessary. Take McDonald's as an example: when they introduced touch-screen kiosks, employees initially feared job losses. Change leaders addressed these concerns head-on by explaining that the kiosks were designed to work alongside employees, not replace them [16].
Desire
Here, the goal is to inspire individuals by connecting the change to personal benefits. For instance, when introducing new CRM software, leaders might emphasize how the system could increase revenue, potentially leading to higher employee bonuses. By creating this link, individuals feel more motivated to embrace the change [16].
Knowledge
This stage provides the "how-to" of change. Many organizations adopting Agile methodology hire Agile coaches to guide employees. These coaches design workflows and deliver training on methods like Scrum and Kanban, ensuring individuals understand the steps needed to implement the change [16].
Ability
In this phase, individuals are empowered to put their new skills into practice. During Agile transitions, for example, teams might run test sprints and hold regular check-ins to evaluate how well employees are adapting to the new workflows [16].
Reinforcement
The final step ensures that new behaviors stick. Zendesk offers a creative example with its "Champagne Campaign." When a sales agent hits their target, a champagne bottle is placed on their desk, publicly celebrating their success and encouraging healthy competition [16].
Why Individual Focus Drives Organizational Results
Research consistently shows that change efforts often fail because employees either don’t grasp the importance of the change or struggle with its implementation [17]. The ADKAR model tackles these issues by equipping leaders with tools to engage individuals and address resistance. The numbers back this up: companies with strong change management practices are 4.6 times more likely to stay on schedule and up to seven times more likely to meet their goals [19]. Additionally, trust plays a crucial role - over 41% of employees cite a lack of trust in leadership as a major reason for resisting change [19]. By focusing on individuals, the ADKAR model builds the trust and understanding needed to drive meaningful results.
Structure Comparison Table
Choosing the right story structure can play a huge role in the success of your change initiative. Each framework has its own strengths and is suited to specific scenarios. Here's a breakdown of how five popular structures compare across key factors:
| Structure | Primary Focus | Best Use Cases | Key Strengths | Narrative Flow | Time Investment |
|---|---|---|---|---|---|
| ABT Framework | Problem-solution clarity | Quick wins, process improvements, technical changes | Simple, memorable, and cuts through complexity | And (context) → But (conflict) → Therefore (solution) | Low – can be implemented immediately |
| Hero's Journey | Transformation and growth | Cultural shifts, leadership development, major organizational transformation | Emotionally engaging, builds resilience through struggle | Call to adventure → trials → transformation → return with wisdom | High – requires detailed narrative development |
| Kotter's 8-Step | Systematic change management | Large-scale transformations, mergers, digital transformation | Comprehensive, addresses resistance, builds momentum | Urgency → coalition → vision → communication → empowerment → wins → acceleration → anchoring | High – structured process over months/years |
| Lewin's 3-Act | Psychological readiness | Behavioral changes, habit formation, mindset shifts | Addresses human psychology, manages transition anxiety | Unfreeze (prepare) → Change (implement) → Refreeze (sustain) | Medium – focuses on transition phases |
| ADKAR | Individual adoption | Skills training, technology rollouts, process changes | Person-centered, measurable, addresses individual barriers | Awareness → Desire → Knowledge → Ability → Reinforcement | Medium – tracks individual progress |
Each framework has a distinct role to play, and the table above highlights their core strengths. Let’s look at some examples to see how these structures work in practice.
The ABT Framework is perfect for delivering clarity and driving quick action. For instance, Organization B used it to streamline workflows, achieving immediate results in process improvements [20].
On the other hand, the Hero's Journey thrives in cultural transformations and leadership development. Company C utilized this narrative for leadership programs, where leaders shared personal stories of challenges, failures, and growth. This approach forged emotional connections with their teams, fostering trust and inspiration [20].
For large-scale changes like mergers or digital transformations, Kotter's 8-Step structure is a natural fit. Organization Z's digital transformation succeeded because they followed each phase methodically, from creating urgency to embedding new practices [20].
When it comes to behavioral and mindset shifts, Lewin's 3-Act structure is highly effective. For example, Company A applied it to their diversity and inclusion initiative by challenging outdated assumptions, introducing collaborative practices, and reinforcing an inclusive work culture [20].
Finally, ADKAR is ideal for individual-focused changes, such as skill-building or technology adoption. Its strength lies in tracking personal progress and addressing specific barriers, ensuring that individuals feel supported throughout the change process.
The choice of structure depends on your goals, audience, and timeline. Simpler frameworks like ABT are better for quick communication, while more complex transformations benefit from detailed, step-by-step approaches.
"Stories constitute the single most powerful weapon in a leader's arsenal." – Howard Gardner, Harvard University Professor [21]
A well-crafted change narrative doesn’t just explain the need for change - it creates a shared understanding of the past, clarifies the present, and paints a compelling vision for the future [1]. No matter which structure you choose, the most effective stories connect individual efforts to the broader organizational vision, ensuring everyone understands how their work contributes to the change [21].
Conclusion
For any change initiative to succeed, it's not enough to explain what needs to change - you have to show why it matters on a personal level. The five story structures - ABT, Hero's Journey, Kotter's 8-Step, Lewin's 3-Act, and ADKAR - each offer their own way of connecting with people and driving meaningful transformation.
Research shows that 63% of people remember stories, compared to just 5% who recall statistics [23]. When a staggering 70% of change communications fail [24][25], storytelling becomes a powerful tool. As Joe Brown from IDEO puts it:
"You can't start with just saying, 'Hey, here's the new working manual, the new handbook for how all of our work should work going forward'" [22].
The trick lies in choosing the right story structure for your situation. For instance:
- The ABT Framework is ideal for straightforward process improvements.
- The Hero's Journey adds emotional weight to major cultural shifts.
- Kotter's 8-Step Model is perfect for large-scale, systematic transformations.
- Lewin's 3-Act Structure works well for behavioral changes.
- ADKAR focuses on individual skill development and personal growth.
To get started, define your change journey by filling in the blanks: "We seek to go from _____ to _____" [22]. Then, match the structure to your organization's needs, timeline, and audience. A strong change narrative ties together the past, the present need for change, and a vision for the future [1].
Don't forget to involve your team in crafting the story. Collaborating with employees can reveal underlying sub-narratives that might better engage your audience [1]. As Brown suggests:
"Instead of saying, 'You need to go and do X,' flip it and say, 'We need to deliver on this big goal. How can we get there?'" [22].
The most impactful change stories are those that resonate deeply, inspire action, and bring the entire organization on board [1]. Try experimenting with these frameworks - your next initiative’s success could hinge on the story you choose to tell.
FAQs
How do I choose the right storytelling structure for my change initiative?
To choose the most effective storytelling structure for your change initiative, start by pinpointing your goals. What specific outcome are you striving for, and how can storytelling support that vision? Once your objectives are clear, shift your focus to your audience. What matters to them? What are their concerns, values, and motivations? Understanding their point of view is crucial to crafting a message they’ll connect with.
With your goals and audience in mind, select a storytelling framework that fits both. For instance, the Hero's Journey can be a powerful tool to inspire transformation, while the Pixar Formula simplifies complex ideas into relatable narratives. After outlining your story, test it with a small group to see how it lands. Use their feedback to tweak and improve your message before presenting it to a larger audience. Remember, being open to adjustments along the way can make all the difference.
How can businesses effectively use the Hero's Journey framework to support change initiatives?
To use the Hero's Journey framework in a corporate setting, start by pinpointing the hero - this could be a leader or a team driving the change. Then, align the journey's key stages, like the call to adventure, challenges, transformation, and return, with your organization's change process. Create a narrative that captures the hero’s obstacles and victories in a way that resonates with employees. Bring your team into the storytelling process to foster a sense of involvement and connection. Lastly, share the story consistently across different platforms - whether in meetings, workshops, or other communication channels - to keep everyone aligned and reinforce the message throughout the transformation.
How does the ADKAR model help address resistance to change, and what are some strategies to manage it?
The ADKAR model breaks down the process of managing resistance to change into five key stages: Awareness, Desire, Knowledge, Ability, and Reinforcement. Each stage zeroes in on a specific part of the change process to help individuals navigate it successfully.
Here’s how to tackle resistance at each stage:
- Awareness: Start by clearly communicating why the change is happening. Highlight the risks of staying the same and the benefits of moving forward. People need to understand the "why" before they can get on board.
- Desire: Address concerns head-on. Show employees how the change benefits not just the organization but also them personally. Motivation grows when people see how they’ll gain from the shift.
- Knowledge: Equip your team with the tools and training they need. Whether it’s workshops, guides, or hands-on sessions, make sure they have the know-how to adapt.
- Ability: It’s not enough to know the steps; people need to feel confident taking them. Provide practice opportunities, real-time support, and constructive feedback to help them succeed.
- Reinforcement: Change sticks when it’s recognized and rewarded. Celebrate wins, big or small, and consistently reinforce the new behaviors to make them part of the company’s everyday culture.
By focusing on these stages, leaders can take a thoughtful, people-first approach to managing resistance and ensuring that change takes root effectively.