The rich contextual narrative contained in a story makes it a far more effective way of learning than by reading any procedure, best practice, or most other knowledge transfer media. What makes stories so compelling? While we have been taught that people process information, they actually learn by processing patterns. The patterns held in stories hold far more contextual meaning than we intentionally convey, and stay longer with those being told the stories. Will we ever wean customers from calling the help desk? Should we start our manuals with "once upon a time ...?" Is the answer to usability to create a giant template for all Web applications? Which patterns work, and why don't my patterns ever seem to be ones that stick? This presentation was delivered by to the Indiana Chapter of the Society for Technical Communication and the Indiana Chapter of the Usability Professionals Association, Monday, March 12, 2007 by user experience and content management consultant Rahel Anne Bailie. Take a rollicking trip through information versus pattern processing, ditting as a requirements-gathering techniques, urban myths as knowledge base model, and other issues related to contextual narrative. Bailie's academic background in creative writing includes a specialization in myth, folklore, and fairytales, which led to a decade-long career in technical communication. You can reach Rahel at www.intentionaldesign.ca.

1. Contextual narrative
Rethinking communication
in context of our professions
© 2007 Strategy A Consulting Group, Inc.

2. Anecdotes and narrative
Characteristics:
• Naturally-occurring
• Relatively brief
• About a single incident
• Simple recounting
• Without analysis or opinion
© 2007 Strategy A Consulting Group, Inc.

3. The Cynefin Framework
COMPLEX COMPLICATED
* Cause and effect are
* Cause and effect are
coherent only in
separated Over time and
retrospect, And are
space; researchable
unpredictable
* Analytical/reductionst
* Pattern management
* Scenario planning
* Perspective filters
* Systems thinking
* Complex adaptive
systems
* Cause and effect relations
* No cause and effect repeatable, perceivable
relationships are and predictable
perceivable * Legitimate best practice
* Stability-focused * Standard operating
intervention procedures
* Enactment tools * Process re-engineering
* Crisis management
CHAOS SIMPLE
Cynefin framework from Kurtz, C.F. and Snowden, D.J. “The new dynamics of strategy”, IBM Systems Journal, September 2003.
© 2007 Strategy A Consulting Group, Inc.

4. Thought processes
We don’t generally process information
• The Curious Incident of the Dog in the
Night-Time
We process patterns
• Check against existing patterns (context)
• Know when we need to know (just in time)
• Recount and recall (patterned narrative)
• Akeelah and the Bee
© 2007 Strategy A Consulting Group, Inc.

5. Sense-making
Goal is to make sense of the world so we can
act in it
© 2007 Strategy A Consulting Group, Inc.

6. Knowing – telling - codifying
We don’t always know how much we know
We always know more than we tell
We always tell more than we write
The paradox of truth
© 2007 Strategy A Consulting Group, Inc.

7. The role of narrative
Contextual narratives are memorable
Patterns are laid in early in childhood
Narrative models include:
• Fairy tales
• Folklore
• Metaphor
• Indirect storytelling
• Ditting (“one-upping”)
© 2007 Strategy A Consulting Group, Inc.

8. Narrative for problem-solving
What people say they want isn’t what their
behavior bears out
Need to get out of your comfort zone to
effect change
© 2007 Strategy A Consulting Group, Inc.

9. Potential roles for narrative
Requirements gathering
• Removing expert bias
• Rich data collection
User support material
• Prompting questions
• Patterning
© 2007 Strategy A Consulting Group, Inc.

10. Contact info
More information:
www.cognitive-edge.com
Presenter contact info:
Rahel Anne Bailie
rabailie@StrategyA.ca
604-696-1993
© 2007 Strategy A Consulting Group, Inc.