hum-narrative

Business

Apply narrative structure and storytelling techniques for brand, business, and communication contexts. Use this skill when the user needs to craft a compelling story, build a brand narrative, structure a presentation around a story arc, or use storytelling to communicate data or strategy — even if they say 'tell a better story', 'make this presentation more engaging', or 'how do we build our brand story'.

QUICK START

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Narrative & Storytelling

Overview

Stories are the most natural human communication format. Narrative structure gives information emotional weight, memorability, and meaning. This skill applies storytelling principles to business contexts: brand stories, presentations, pitches, and change communication.

Framework

IRON LAW: Every Story Needs Tension

A narrative without conflict or tension is a report, not a story. The tension
can be a problem to solve, a gap between current and desired state, or an
obstacle to overcome. Without tension, there's no reason for the audience
to keep listening.

Story Arc (Universal Structure)

Setup (Status Quo): Establish the world, the character, and the normal state
Trigger (Inciting Incident): Something disrupts the status quo — a problem, opportunity, or discovery
Rising Action (Struggle): Attempts to address the disruption, obstacles encountered
Climax (Turning Point): The decisive moment — breakthrough, decision, or revelation
Resolution: The new state of affairs — what changed, what was learned

Brand Story Framework

Element	Question	Example
Founding myth	Why does this company exist?	"We started because we couldn't find X..."
Enemy	What wrong are you fighting?	"The industry treats customers like numbers"
Quest	What are you trying to achieve?	"We're on a mission to make X accessible to everyone"
Values	What principles guide you?	"We believe in transparency, simplicity, and..."
Transformation	What change do you create?	"Our customers go from struggling with X to thriving at Y"

Storytelling in Business Contexts

Presentations: Open with a story (Pathos), then transition to data (Logos). "Let me tell you about one customer..." → "And she's not alone — here's the data."

Pitch decks: Problem (tension) → Solution (your product) → Traction (proof the story is working) → Vision (how the story ends)

Change communication: Current state (familiar) → Why change is needed (tension) → Vision of future state (resolution) → How we get there (plan)

Data storytelling: Don't just show charts. Frame them: "We expected X to happen. Instead, Y happened. Here's why, and here's what it means."

Output Format

# Narrative Design: {Context}

## Story Arc
1. **Setup**: {status quo}
2. **Trigger**: {what disrupted it}
3. **Struggle**: {challenges faced}
4. **Climax**: {turning point}
5. **Resolution**: {new state}

## Key Elements
- Tension: {the core conflict}
- Character: {who the audience identifies with}
- Stakes: {what happens if the tension isn't resolved}
- Transformation: {what changes}

## Application
{How to integrate this narrative into the specific communication context}

Examples

Correct Application

Scenario: Brand story for a Taiwanese sustainable packaging startup

Setup: "Taiwan produces 8.4 million tonnes of waste per year. Most packaging is used once and discarded."
Trigger: "Our founder worked at a packaging factory and watched truckloads of plastic wrap go straight to landfill every week."
Struggle: "We spent 2 years and 47 failed prototypes trying to make sugarcane-based packaging that was as durable as plastic."
Climax: "Prototype #48 worked. Same durability, fully compostable in 90 days."
Resolution: "Now 200+ food brands in Taiwan use our packaging. We've diverted 500 tonnes from landfills."
Tension is clear, character is relatable, stakes are tangible ✓

Incorrect Application

"Our company was founded in 2019. We sell sustainable packaging. Our revenue is NT$50M." → Facts without narrative structure. No tension, no character, no arc. This is a report, not a story. Violates Iron Law.

Gotchas

The customer is the hero, not you: In brand storytelling, the customer should be the protagonist who overcomes challenges with your help. Your brand is the guide (mentor), not the hero.
Authenticity > drama: Exaggerated stories backfire when discovered. Use real stories, real data, real people.
Cultural narrative norms differ: Western narratives favor individual heroes and linear arcs. East Asian narratives may emphasize collective effort and cyclical patterns. Match the cultural context.
Don't force everything into a story: Some information is better delivered as facts, tables, or lists. Use narrative for the emotional frame, not for every data point.
Story length must match context: Elevator pitch = 30-second story. Keynote = 15-minute story. Annual report = multi-chapter story. Adjust detail to the format.

References

For the Hero's Journey (Campbell/Vogler) structure, see references/heros-journey.md