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Purpose To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence and bring people on sharing knowledge. Nevertheless, this study aims to suggest stories of change as a more effective tool that helps people in taking action toward transformation processes. Design/methodology/approach The authors apply design science research to develop and evaluate how writing a prospective story engages organizational actors in the transformation process. The authors test the story-making artifact in a field study with five companies and 115 employees who participated in 75 workshops. Findings Using the findings to discuss the role of story-making in facilitating the emergence of new behaviors in transformation processes, the authors link story-making with the opportunity to make change happen through knowledge dissemination rather than merely understanding it. Research limitations/implications The authors illustrate the role of iterations, peers and self-criticism that help story-makers embrace sensemaking, developing a shared knowledge based that influence individual actions. Practical implications The authors propose the story-making approach that organizations can follow to nurture change to make transformation happen through knowledge cocreation. Originality/value The research explores story-making as an individual act of writing prospective stories to facilitate the emergence of new behaviors through shared knowledge.
Trabucchi et al. (Fri,) studied this question.