About Suzanne Tesselaar

During the past 15 years Suzanne Tesselaar developed and refined storytelling as an interactive intervention. during approx. 30 assignments together with just as many customers. At the same time she researched and described the method scientifically for publications and her PhD. (WUR expected 2015). Depending on the customer’s requirements one or more of the following change steps can be taken. The full intervention has four steps:
1. Evoking and catching lived (sensemaking) stories narrated by the board of directors, management,
2. Sharing stories outside their natural habitat; in new places and spaces then where they are normally narrated.
3. Cocreating a shared and engaging story of change
4. Narrating and communication the cocreated story with underlying sensemaking stories.

The process causes mobilization, engagement and connection within the organization or community and its context. Listening to stories in itself already influences behaviour with people that are continuously confronted with change. This causes a social epidemic, as described by Malcolm Gladwell in The Tipping Point (2000). There is a bigger chance to realize successful intentional change, when objectives are shared and connected to real life experiences by employees, management and customers. Change communication has everything to do with language, time and themes apparent in stories. This is what is referred to nudging in communication theory and practice.