Before thinking about shifting your organisation's narrative infrastructure, you will first need to take some time to understand the dominant narratives that inform decision-making in your company.

Most companies tend to have about three to five dominant organisational narratives. These organisational narratives may have been crafted by and shared by leaders, but they may also be shaped by the broader organisational community including employees or those external to the organisation.

It is important to consider both the formal organisational narratives contained in marketing materials, websites, and corporate reports, as well as the more informal narratives that are shared in the corridors or in private conversations.

You will want to reflect on potential inconsistencies between these formal and informal narratives and how these play out in your organisation. Similarly, it is important to consider narratives in which the organisation is painted in a positive light, as well as those that are more critical. Critical narratives may be uncomfortable to explore, but they can have a significant influence on decision-making.