6.5 Developing your story of change

Megan Jones, an Oxfam Campaigner speaks to festival goers about Oxfam's climate campaign by the Pyramid Stage at Glastonbury, UK.

Clear communication is key to effective influencing and campaigning. And storytelling and strong narratives are key to clear communication. We all understand and respond to stories.

It can help to think about the change you want to see as a story.

Personal stories are powerful because they are easy to engage with, because people connect and relate to the experiences and emotions of other people, and because they trigger emotions that people will be moved by, to act. Personal stories that illustrate the problem and the solution you want your audience to imagine, and support can be powerful means to communicate those stories and inspire hope.

Providing spaces for people directly affected by the issue to speak in their own voices and to share their experiences and perspectives in their own way is vital. It enhances their own power and influence to affect change, and is a more honest and accurate reflection of the situation.

Other people with an interest in the change, including those who hold the power to make the change, can also be a good source for storytelling. As a changemaker, speaking about what motivates you and your vision for change can also inspire others to act.

The following structure can help you build up your story of change:

1. PURPOSE: WHAT is the problem you are addressing and what needs to change?
   • ‘The problem we want to change is…’
2. MOTIVATIONS: WHY does the issue matter to you and why should it matter to others?
   • ‘It matters that we fix it because…’
3. VISION: WHAT would a successful outcome look like? What is the benefit you want to help bring to people, and the impact you want to have? 
   • ‘If we can achieve… the difference it will make to people’s lives is…’
4. POWER AND ACTION:

   WHO has the power to make the change? Is there a reason why they haven’t already? Who do you need to influence to bring about the change? What are their values, motivations, needs?

   HOW, specifically, can you target audiences that can help make the change happen? What is your best initial guess at the mix, timing and sequencing of activities – or change tactics – that is most likely to help achieve your aim and objectives? (The action, could be individual but primarily by joining with others.)

   • ‘You have the power to make or influence this change, by doing ….’