BringingCorporateSocialResponsibilityto LifeThroughStorytelling

DanielKorschunPh.D. DrexelUniversity

TerrenceL.Gargiulo,MMHS MAKINGSTORIES.net

Dan Korschun & Terrence Gargiulo, 2008, page 1

 Introduction CorporateSocialResponsibility(CSR)isanexpressionofthemoralandethicalcommitmentthata companymakestoitsorganizationalmembersandtosocietyatlarge.CSRisalsoareflectionoftherole acompanywantstoplayintheworld,itsraisondtre.Assuch,itrequirestherecognitionthatthe basisforanycompanysexistencegoesbeyondsimplymaximizingprofits.Enlightenedexecutivesgrow healthycorporationsbydevelopingandmaintainingawebofmultifacetedrelationshipswith stakeholders. SinceCSRis,atitscore,astakeholderrelationshipdiscipline,itisespeciallyfertilegroundforstorytelling techniques.Storiesarenarrativesofwhoweare,wherewecomefrom,andhowweinteractwith others.Theyrevealthedramathatresidesinourpersonalorcorporatestruggletofindamoral pathway.Forinstance,globalclimatechangeprovidesacontextinwhichcompaniesmaytakeany numberofroles.Somemayfindthemselvesinatragicroleoftheantagonistwhocontributesto greenhousegases,whileothersmaytaketheheroicroleofprotagonist,investinginclean technologies.Whilethebeststoriesarericherthanthisadmittedlyblackandwhiteexample,weshould notoverlookthefactthatstoriesprovideexceptionalopportunitiesforCSRrelatedcommunications. Unfortunately,itisstilltherarecompanythattrulybringscorporatecitizenshipeffortstolifethroughits communications.ToomanycompaniesstilllimitCSRcommunicationstoannualreportsandemail newsletters.ThevaluethatstakeholdersderivefromCSRactivitycannotbefullycapturedbycharts, graphs,andrankings.Italsocannotbecalculatedbysummingthedollarsspentoncharitablecauses. Thislatterpointhasbeenmadeabundantlyclearbythemixedresultsacrossstudiesexaminingthelink betweencorporategivingandfinancialperformance.1Sincetheamountofspendingonprogramsdoes notalwaysrelatetoimprovedcorporateperformance,scholarsarenowmoreinterestedinfinding situationsandpracticesforwhichCSRmaximizesvalueforstakeholdersandthecompany.2Icontend thatCSRactivityismosteffectivewhenstakeholdersderivepersonalmeaningfromit,andthismeaning isoftenbestcommunicatedthroughstoriesthatengageandinspirestakeholders. Asbusinesscommunicators,wemustrecognizethatstakeholdersdonotlearnaboutCSRprogramsina vacuum,andtheydonotconsidernewinformationaboutCSRinitiativesasacomputermightprocess zerosandones.StakeholdersrespondtoCSRcommunicationsbyinterpretingCSRactivityinlightof theirpersonalcontext.CorporatestakeholdersthatrespondmostfavorablytoCSRcommunicationsare thosewhoseearelationshipbetweentheirownlivesandthegooddeedsofthecompany.These individualsfindmeaningintheactionsofthecompanybecauseitgivesthemasensethattheyarea partofauniqueorganizationthatmakesadifferenceintheworld.Thesenseofpride,belonging,and prestigethatstakeholdersderivefromCSRactivitycanbehighlyrewarding.CSRhasthepotentialto generatesubstantialvalueforindividualstakeholders. Whenmanagedeffectively,CSRcanalsobenefittheentireorganizationinatleasttwoways.First,CSR drawsstakeholdersclosertothefirm,encouragingthemtoactselflesslyinachievingthecorporate purpose.ThisisevidencedinscholarlyresearchdescribinghowCSRleadsstakeholderstoidentify stronglywiththecompany.3Asaresult,theytakeprideintheiraffiliationwiththecompanyandwork hardtomaintaintheoverallhealthoftheorganization.Second,CSRservesasagenuinepointof differentiationforthecompany.CSRprogramsareextremelydifficulttoimitatesincemanyinitiatives

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areoperatedasexclusivepartnershipswithnonprofitorganizations.4Thegoodwillgeneratedbysuch associationsaccruesovertimeandinsuchawaythatisuniquetoeachfirm. ThesocialandinterpretivenatureofCSRlendsitselfparticularlywelltostorytelling.Storiesprovidean idealplatformuponwhichstakeholderscaninterpretCSRactivityinuniquelymeaningfulways.Aswe willseeinthischapter,effectivestoriesinspirestakeholderstocontributetothecorporatemission withoutdictatinghowtheyshoulddoso.Wewillfirstexaminethepracticesofanumberofcompanies whoarebringingCSRtolifethroughstories.WhileothersarefocusedonquantifyingtheirCSR investmentsinanefforttoclimbthesocialresponsibilityrankings,thesecompaniesareengagingtheir constituentsemotionallywithcompellingstories.Asaresult,theireffortsarelikelytodevelopstronger, moresustainablerelationshipsthatwillenhancethelongtermhealthofthecompany.Parttwoofthis chapterwillsynthesizethebestpracticesofthesecompaniesintoaguidelineforleveragingCSRthrough stories.Thefinalsectionofthechapterwillaskyoutoapplyyourknowledgeandexperiencetoa situationinvolvingafictionalcompanythatisgrapplingwithhowtoeducatestakeholdersabouttheir CSRprograms. CASESTUDIES Hill,Holliday:Storytellingwithinternalaudiences Sinceitsfoundingin1968,Hill,Holliday(asubsidiaryofInterpublicGroupofCompanies)hasalways beenactiveincommunityaffairs.Theadvertisingandcommunicationsagencyneverforgotitshumble beginnings;agencylorerecountshowthecompanysfoundersfumbledwithloosechangeastheycalled potentialclientsfromaphoneboothinBostonsBackBay.Fromthetimetheagencyhadenoughfunds tomaintainafullyfunctionaloffice,managementhasprideditselfonhelpingthelessfortunate, dedicatingsubstantialresourcestoprovidingprobonoservicesfornumerousnonprofitsandactively providingsupportforindividualswhoengageincharitablework.Overtheyears,theinformalandhigh energyatmosphereoftheagencyfueledahealthydialogueamongstemployees,especiallyregarding sociallyresponsiblebehavior.Thisisreflectedinthestoriesthatemployeesshareaboutcompanyand personaleffortstogivebacktothecommunity.Forexample,whenoneemployeesniecewaslostto cancer,theagencysponsoredhiseffortstoorganizeathreedaycampingtripforfellowemployeesto raisefundsforLeukemiaresearch.Upontheirreturn,pictureswerepostedonbillboardsthroughout theagencywithcommentaryaboutparticipantsadventuresalongtheway.Thetoneofthestorieswas alwaysinformal,recreatinghumorousmomentsasitunderscoredthegenerosityofparticipantsandthe importanceofthecause.Sincethefundraiserwasinspiredbythepersonalmissionofafellow employee,thestoriesalsocommunicatedasenseoffamilywherebyallemployeesfeltthattheywere supportingoneoftheirown. Theagencyhasrecentlygonepublicwiththisapproach.HillHollidayemployee,JoeBerkeleytookpart inarideforcancerresearchthatfollowstheTourdeFrancecourseoneweekbeforetheprofessionals ride.FellowemployeescouldtrackBerkeleysprogressinrealtimethroughhisblogthatheupdated daily.Hischroniclewasalsopostedonthecompanywebsiteasameansfornonemployeestolearn aboutHill,Hollidaysdedicationtomakingadifference.Undoubtedly,manyofBerkelyscolleagues cheeredhimonastheriskofinjury,exhaustion,ormechanicalfailurehoveredominouslyabovehis path. ThecompanyhasalwaysgivengenerouslytocharitiesintheBosonareaandbeyond,butthepersonal storiesofordinaryHill,Hollidayemployeesarealwaysamongthemostcompellingcommunications

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forbothcolleaguesandclients.Thecasestudydemonstrateshowtheorientationofanentirecompany canbebroughttolifethroughtheactionsofasinglerepresentative. Iconix:Storytellingwithexternalaudiences IconixBrandGroup,alicenserofpopularfashionbrands,marketstheirMuddbrandasclothingfor teenagegirlswhoaresassyanddaringwhilewantingtomakeadifference.5TheyportraytheMudd buyerasagirllikeeveryother,yetunlikeanyother.Toaccomplishthis,Iconixlaunchedacampaign entitledMuddGirlsMovetheWorldwhichtellsthestoryofindividualcustomerscommitmentto makingadifference.6Tofindgirlsthatembodiedthesevalues,thecompanyaskedcustomerstowrite abouthowtheyacttomovetheworld.Winnersoftheessaycontestwerefeaturedinadvertisements thatappearedinSeventeenandotherteenmagazines.OneadshowsLucyfromAlbuquerque,NMwith theheadline,thisfallIwilldefendtherainforest,whichdescribeshercurrentandfutureplansto supportenvironmentalprotectionorganizations.AnotheradshowsRachelfromConyers,GAreading, thisfallIwillsupportmycommunity.Shevolunteersinnursinghomesandtellsthestoryofhowthis touchespeopleslivesthere. Byfocusingonindividualsratherthanmakingsweepingstatementsaboutbrandvalues,Muddallows readerstocrafttheirownversionofthebrandsvalues.Whatsalsouniqueaboutthiscampaignisits focusonthestoriesofregulargirlswhoembodythevaluesofthebrand.Itisaspirationalinthatthe audienceislikelytoadmirethesegirls,yetthestoriesareaccessible.Theseteenagersarebynomeans exceptional,yettheyareuniqueinexpressingtheircommitmenttoabetterworld.Underscoringthis point,theMuddcampaigninvitesotherstosharetheirstorythroughanonlinediscussionforum.This allowscustomerstococreateMuddsvaluebygivingupsomecontrolofhowcustomersrespondtothe brand.TheuniqueapproachofthecampaignhasnotonlymadeitcompellingforMuddcustomers,it hasalsogarneredinterestinthepressasaninnovativeapproachtomarketing.Itwasfeaturedin BrandWeekandSalon.com. Procter&Gamble:Storytellinginmultistakeholderenvironments Procter&Gamble(P&G)givesmillionsofdollarseveryyeartoorganizationsaroundtheworld.The companyssocialresponsibilityreportisimpressive,describingongoingprogramsincountriesaround theworld.P&GhasrecentlyaddedvideostoriestotheirCSRwebpagerecountinghowthecompany affectsindividualbeneficiaries. ThesetouchingnarrativesincludeayoungmaninChinawhoslifechangedwhenP&Gbuiltaschoolin hisruralprovince.MynameisXieHu,19yearsold,thenarratortellsus.Hegoeson: In1997P&GfundedandbuilttheP&GHopeSchool.In1998,Ifinishedwithexcellent gradesandgotaplaceatthecountrystopsecondaryschool.Afteranothersixyearsof study,mydreamofgoingtouniversitycametrue.Villagekidsaremostlyfromdestitute families.Apartfromschoolworkwealsohavetoworkinthefieldsanddohousehold chores.Ifwedontgotoschool,wemostprobablybecomefarmersonlyseeingthe fieldswithourbacksfacingskywardeveryday.Educationistheonlywayoutofthe village.7

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Comparethistestamenttothefactthatthecompanygavemorethan$100millionintotalcontributions in2005.Themonetaryfigureisimpressive,butitisdifficulttocompetewiththeemotionalimpactof XieHusinspiringstory.P&GrecognizesthateachisanecessarypartoftheirCSRcommunications,but P&Gisclearlyusingstorytellingeffectivelyasameanstoreachstakeholdersatanemotionalaswellas rationallevel.Clearly,XieHuisbutoneofmanybeneficiariesoftheprogram,butfocusingonone studentsstruggletoachievehisdreamstransportstheaudiencetoruralChinaandenlightensviewers abouttheimportanceofP&GsworkinCSR. GE:Storytellinginmultistakeholderenvironments GeneralElectrics(GE)ambitiousecomaginationbrandisanumbrellaconceptrepresentingthe companyscommitmenttoenvironmentalresponsibility.8Ecomaginationiscomprisedofadiverseline ofbusinessandconsumerproductsthataredesignedtobeenvironmentallysound.Thecampaignhas contributedtobillionsinsalesofecomaginationproductsandthewebsitehassurpassed750thousand uniquevisitorsworldwide.Theecomaginationintegratedmarketingcampaigncarefullyweavesfacts, figures,experiences,andstoriesintoacohesivenarrative.OneTVadvertisement,forexample, recreatesscenesofthelate19thcenturytodescribehowtrainshelpedunitetheAmericanstatesandits people;theadgoesontoclaimthatGEsnewestlocomotivesarethecleanestandmostefficientthe companyhasevercreated.Meanwhile,theecomaginationwebsitedescribesthefullproductlineand createsimaginaryworldsinwhichvisitorscanexplore.OneoftheseworldsisGeoterra,wherethe visitorhearsthesoothingsoundsofsteeldrumsasheorsheplaysagamedirectingthewindtowards GEwindmillstopowerhomesonthetropicalisland.Anothergameasksvisitorstoreplacestandard technologylightbulbsineveryhouseonGeoterrawithGEcompactfluorescentlightbulbs. GEsapproachdiffersfromthepreviouscasesinthatmuchofthestorytellingisfictionalratherthan factbased.Theobjectiveofthesestoriesistotransportviewerstoanothertimeandplacewhere communicationsaremostimpactful.Andtheexperienceisnotlimitedtocustomers.Anystakeholder orpotentialstakeholdercantraveltoGeoterra.Revenuefromecomaginationproductsreached $10.10billionin2005,up63%fromthepreviousyear.Itisimpossibletoknowjusthowmuch storytellinghascontributedtothesuccessofecomaginationbrandedproducts,butthewebsite welcomedmorethan750,000uniqueuserswithinthefirst18monthsafteritslaunch,andtelevisionads wereplayedtoabroadcastaudiencesuggestingthatasubstantialnumberofstakeholderswere exposedtoatleastsomepartoftheGEecomaginationstory. BESTPRACTICES Asthecasestudiesaboveillustrate,storiesareextremelyversatileintheirabilitytocontributetothe successCSRcommunications.Whiletherearenosteadfastrulesdictatingwhenstoriesareappropriate, theexamplesdosuggestanumberofguidelinesforpractitioners.Practitionerswoulddowelltokeep theselessonsinmindastheydevelopCSRrelatedcommunications,especiallywherestorieshavea prominentrole.Ingeneral,effectivestorytelling: 1. Buildsonasenseofhistory.Stakeholdersinterpretstoriesbycomparingthecentralthemesto existingassociationstheyalreadyholdaboutthecompany.Forexample,Hill,Hollidaystraditionof corporategivingstemsnaturallyfromstoriesaboutthecompanyshumblebeginnings.Storytelling shouldbeginbyreinforcingwhatstakeholdersfeelisinthesoulormoralfabricofthecompany.

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Manycompaniesusequotationsfromtheirfounderstoestablishthis,butthisisnotnecessary. MoststakeholdersaresatisfiedtoknowthatthecommitmenttoCSRhasasolidfoundation,evenif thiscommitmentwasmadeonlyrecently.Butgreatstorytellingdoesnotstophere.Itusesthe historicalperspectiveasaplatformtotakethecompanysCSRinanewdirection.Themost compellingthemeshavesomethingnoveltointerpretandincorporateintoexistingbeliefsabout whatthecompanystandsfor.ConsiderGEsecomaginationcampaignwhichleveragesthe companyshistoryofinnovationinordertosetapathtowardsenvironmentalsustainability.The noveltyofthecampaignencouragesstoryparticipantstoelaborateupontheirdefinitionofwhatis centralanddistinctiveaboutthecompany.9Inshort,stakeholdersrespondmostpositivelyto storiesthatbuildonasenseofhistoryinawaythattheirunderstandingofthecompanygrows ratherthanstagnates. 2. Accentsacommonorganizationalidentity.Theverynatureofcorporatesocialresponsibility underscorestherelationshipthatstakeholdershavetoothers.EffectiveCSRmanagementfostersa commonidentityacrossabroadrangeofstakeholders.Itemphasizestheprestigiousanddistinctive characteristicsthatallmembershaveincommonduetotheircommitmenttothebettermentof society.10Storiesarewellsuitedtothisorientation,since,whilestoriesarefrequentlytoldinone ononedialogue,theyareoftenfilledwithreferencestothespecificculturesharedbyeach conversant.Therefore,wheneverpossible,storytellingintheCSRrealmshouldreferencelanguage, terminology,rituals,andexperiencesthatarecommontomembers.Evenwhenstoriesinvolvean individualmember,itshouldbemadeclearhowthispersonreflectstheidealsandvaluesofthe entireorganization.Inotherwords,casestudiesshouldbedepictedasrepresentingthe organizationasawhole,notasspecialcasesofextraordinarymembers.Whenthisisaccomplished effectively,memberswillbenefitbyarenewedsenseofbelongingandselfesteemthroughtheir associationwiththecompany;theorganizationwillbenefitbecausememberswilldisplayloyalty andenthusiasmforachievingthecompanysobjectives. 3. Providesasenseofpurpose.CSRprovidesvalueforstakeholdersbecauseitfostersasensethat theyarepartofsomethingthatislargerthanthemselves.TheverydefinitionofCSRsuggestsa commitmenttosocietalwelfarethatgoesbeyondprofits.Itattemptstobalancewhatisoften characterizedasthecompetinginterestsofshareholdersandthecommunity.Therefore,CSR storytellingshouldprovidedetailsandcontexttotheoverallpurposeofthecompany,articulating theroleofthecompanyinbetteringsocietyasawhole.Whenthisisaccomplished,stakeholders arelikelytoacknowledgethattheirrelationshiptothecompanyhasgreatersignificancethantheir ownselfinterest.Allstakeholdersexpectbenefitsfromtheirrelationshipwiththecompany,but trulycommittedstakeholdersembracesomeselfsacrificeinordertofurtherthegoalsofthe company.Likewise,healthycompaniesareabletoencouragethissortofattachment.Storiesnot onlydrawstakeholderstocommitthemselvesstronglytothefirm,buttheyalsodefinethereason forthecompanysexistence.ThemostpowerfulCSRstorytellingarticulatesachallengethatthe worldisfacing,thatthecompanyanditsmembersareuniquelysuitedtoface.Theensuingdrama becomesacontextforheroiceffortsbythecompanyanditsindividualmembers. 4. Hasdrama.Thegreatstoriesinliteratureusedramaandconflict,andbusinessstorytellingisno differentinthisregard.11Compellingnarrativesexploredifficultethicaldecisionsofindividuals involvingtradeoffspittingselfinterestagainstthecollectivegood.Insodoing,theyaddressdeep seatedmoralissuesthathavebeenthesubjectofphilosophersformillennia.Thisisparticularly evidentinstoriesaboutsocialresponsibility,wherethefutureoftheecosystemorthewellbeingof afamilycanbeatstake.Butdramacomesinmanyforms,andweshouldnotlimitourperspective

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tolifeordeathissues.IntheMuddadvertisingexample,dramaiscultivatedbydivulgingthe personaldreamsofthegirls.Willtheyreachtheirpotential?Whatobstacleswilltheyencounter alongtheway?Willtheyremaintruetotheircommitmenttosocialresponsibility?Thestorieslure viewersemotionallybyimplicitlyaskingthesequestions.Thus,thelevelofurgencyorconflictina storyislessimportantthanstrikingtherightemotionalchordwithstoryparticipants.Overall,the degreetowhichstorieshaveadramaticcomponentwillcontributetotheoveralleffectivenessin attractingandinspiringstoryparticipants. 5. Invitesactiveparticipationfrommembers.Highlyeffectivestoriesnotonlystirthesoul,butthe handsandfeetaswell.Whenstakeholdersaretrulyinspiredbyastory,theylookforopportunities tokeepthestoryalivethroughwordsandactions.First,storyparticipantswillretellstoriesto othersanytimethatstorythemesaresalientintheirminds.ThisisanotherreasonwhyCSR programsshouldfitcloselytocorporateactivities.CSRrelatedstoriesthatarecloselyrelatedtothe companysoperationsoridentitywillbetriggeredmoreofteninthemindsofstakeholdersand disseminatethroughoutthecompany.Second,stakeholderswilloftenworktokeepthestoryalive byemulatingitthroughtheirownactions.Inotherwords,compellingstorieswillmovethemto createnewstoriesbydonating,volunteering,orotherwisesupportingsocialresponsibility initiatives.Ultimately,storytellingshouldseektoinspirestakeholderstobecomeactive participants,butstoriesshouldnotexplicitlydictateanyparticularbehavior. 6. Inspiresbutdoesnotpreach.Effectivestoriesmustnthaveastrictlessonormoralasonefindsin fables.Rather,theyshouldallowstoryparticipantstodevelopthemostmeaningfulinterpretation ofthestoryintheirownterms.Storiesthatprovideampleroomforinterpretationandelaboration allowstakeholderstococreatethevalue12theyderivefromCSR.Forexample,P&Gsstoryabout XieHueducationmayresonatewithsomebecauseofitsmessageofhopeforpoorchildren,while othersmayrespondtothetriumphantsuccessofhisacceptancetouniversity.Moststakeholders willhavemultipleresponsesandfindconnectionsbetweenthemesthatarehighlypersonal.Stories thatareconstructedtoallowthissortofinterpretationareeffectivebecauseallstoryparticipants areabletoconstructmeaninginawaythatcreatesthemostvalueforthempersonally.This ensuresthatthestorywillinspirethemoststakeholderspossible. YOURTURN TheStoneSoupCompanyAFictionalScenario In1958,asdozensofcompanieswerepromotingfrozenTVdinners,EllenFryebeganoperatingthe StoneSoupCompany,amanufacturerofvaluepricedqualitycookware.Thecompanywasnamedafter thefolkstoryofstonesoup*inordertoreflectherdeeplyheldbeliefthatcookingunitespeople.Her passionhasevolvedintothecompanysstatedpurposeofbringingfriendsandfamilytogetherover healthyanddelicioushomecookedmeals.
*

The story of stone soup: A wary traveler entered a poor village where the hungry townsfolk jealously hoarded whatever food they were able to gather. A villager quickly snapped at him that there was no food to be found and that he should be on his way. Unfazed, the traveler reached into his pocket and pulled out a shiny stone which he placed in a large pot of water that he had brought to a boil. As the bewildered villagers gathered round, the traveler announced I am making a delicious stone soup for everyone in town. Of course, it would be much tastier with a little seasoning. After a short time a villager brought some salt. The traveler went on, you know the best stone soup I ever ate had cabbage. And on it went, until the entire village was able to eat a delicious meal of stone soup with cabbage and onions and carrots and more.

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Fryespassionledhertovolunteerinlocalfooddrivesandtodonatethousandsofpotsandpansto needyhouseholds.Asthecompanygrew,sodiditscommitmenttocommunitywork.Today,theStone SoupCompanydonatesasubstantialportionofitsprofitstocharitiesthatworktoendhungerinthe UnitedStatesandincountrieswhereStoneSouporitskeysuppliersoperate.Companyemployeeshave clockedthousandsofhoursvolunteeringinfooddrivesandotherfamilyrelatedcommunityevents. Alloftheseeffortshavegoneonbehindthescenes,andfewpeopleotherthanthecurrentCEO(Frye hassinceretired)knowthefullextentofthecompanyscorporateresponsibilityprogram.Company executiveshavecollectedimpressivestatisticsaboutthecompanyssocialresponsibilityinitiatives,but theyareconcernedthatnumbersandlistsdontfullycaptureStonesoupscommitmenttogiving.In addition,theyfearthatpromotingtheirgoodworkstooaggressivelymightleavetheimpressionthat theyarenotgenuinelyconcernedaboutfamiliesinneed.Realizingthelimitationsoftraditional reporting,executiveshavedecidedtolookforwaystounitecompanystakeholdersaroundStoneSoups missionandcorporateresponsibilityinitiativesthroughstorytelling. Solution Asthiscasesuggests,evencompanieswithsizablecommitmentsandspotlesssocialresponsibility recordsfacechallengesincommunicatingtheirCSRinitiativeswithstakeholders.StoneSoupexecutives astutelyrecognizethatrelyingentirelyonacorporateresponsibilityreporttoengagestakeholdersis problematic. Businesscommunicatorsshouldconsideranumberofissuesthatarebroughtupinthecase.First,the historicalcommitmentofthecompanytoCSRisanassetthatshouldbeleveraged.Second,thereisa realopportunityforStoneSouptointegratetheirCSRorientationwiththeoverallpurposeofthe company.Thatis,theircommitmenttohelpingbringlowincomefamiliestogetheroverhomecooked mealsisentirelyconsistentwiththevaluethatthecompanybringstoitspayingcustomers.Third,the objectiveofStoneSoupscommunicationsshouldnotonlyattempttopresentthecompanyinapositive light,itshouldalsoseektoinspirestakeholderstogetinvolvedinhelpingfamiliesinneed. Iwouldrecommendthatthecompanyconsiderthefollowingsteps: 1. BeginbycreatinganarchiveofStoneSoupscommunityworkandsocialresponsibilityinitiatives fromthecompanysinceptiontotoday.Themainobjectiveofthearchiveistoprovideaccessto stakeholderstothecompanysCSReffortssinceitsfounding.Thiswilldevelopthehistoricalcontext inwhichstakeholderswillreceiveallotherCSRcommunications.Inordertoengagestakeholdersas muchaspossible,thearchiveshouldcontainasmanyanecdotesaspossible.Factsandfigures shouldbeincluded,butthefocusshouldbeonrichcontent.Forexample,audiointerviewswith beneficiariesofStoneSoupsCSReffortscanbeaninexpensivewaytoshowhowthecompanyhas touchedpeopleslives.Usuallypeopleareverywillingtosharestoriesofthiskindontape. 2. ThecompanycanthenprovideaforumcalledGatherRound,whereemployees,customers,and beneficiariescanrecordworktheyarecurrentlydoinginthecommunity.Itisnotnecessaryto differentiatebetweeneffortssponsoredbythecompanyandactionsemployeestakeontheirown. Theimportantthingistodedicateaspace,whetherInternetbasedorphysicalofficespace,where thesestoriescanbedisplayedandaddedtothearchiveforfuturegenerations.StoneSoupshould considercreatingawardsgiventostakeholders(oneforemployees,anotherforcustomers,etc.) whoprovideastorythatbestdemonstratesacommitmenttobringingfamiliestogetherovera healthyanddelicioushomecookedmeal.

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3. Theseinitiativescanhighlightthecurrentprogramsofferedbythecompany,butadialogueshould bestartedtoidentifypotentialnewdirectionsinthecompanyssocialresponsibilityprograms.In ordertoencouragestakeholderstofindnewwaysofshowingthecompanyscommitmenttoits mission,thecompanyshouldconsideramatchingfundscharityprogramwherethecompany matchesemployeedonationstohungercharitiesoftheirchoicedollarfordollar.Meetingscanbe organizedwhereemployeestellstoriesofhowtheircharitiesofchoicehavemadeadifferencein peopleslives.Meetingsofthistypewillreinforcethefactthatthecompanyiscomprisedof generouscommunityleadersandwillencouragediscussionofandparticipationinthematching fundsprogram. Thesearebutafewideasthatmanagersmightemploytomoreeffectivelycommunicatethecompanys commitmenttosociallyresponsiblebehavior.Ultimately,itisuptothecreativityofthebusiness communicatortoinspirestakeholdersbyencouragingotherstofindtheirpersonalmeaninginthestory. CONCLUSION Storiesrepresentoneofthegreatestleadershiptoolsatanycommunicatorsdisposal.Whenused correctly,storiescanbepowerfulintheirabilitytobringpeopletogetheraroundacommonpurpose. Nevertheless,practitionersshouldmaintainsomedegreeoffrugalityinemployingthem.Thebest storiesareusuallydiscoveredratherthanmanufactured.Storiesthataredesignedtomanipulate stakeholderstobehaveinacertainwayoftenelicittheoppositeeffect.Itisusuallymoreprudentto highlightexistingstoriesratherthancreatefictionalonesforaspecificpurpose.Thismeansthat communicatorsneedtodomorethansimplybroadcastinterestinganecdotes.CSRrelatedstorytelling isasmuchaboutlisteningasanythingelse.Storytellingworksbestwhenitistheproductofanongoing dialoguebetweenthecompanyanditsstakeholders.

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AUTHORBIO
TerrenceL.Gargiulo,MMHSisaneighttimesauthor, internationalspeaker,organizationaldevelopmentconsultant andgroupprocessfacilitatorspecializingintheuseofstories. HeholdsaMasterofManagementinHumanServicesfromthe FlorenceHellerSchool,atBrandeisUniversity,andisa recipientofInc.Magazine'sMarketingMasterAward,the2008 HRLeadershipAwardfromtheAsiaPacificHRMCongress,and isamemberofBrandeisUniversitysathleticHallofFame.He hasappearedonFoxTV,CN8,andonCNNradioamongothers. Highlightsofsomeofhispastandpresentclientsinclude,GM, HP,DTEEnergy,MicroStrategy,Citrix,Fidelity,FederalReserve Bank,Ceridian,CountrywideFinancial,WashingtonMutual, DreyersIceCream,UNUM,USCoastGuard,BostonUniversity, Raytheon,CityofLowell,ArthurD.Little,KANA Communications,MerckMedco,CocaCola,HarvardBusiness School,andCambridgeSavingsBank. Web:http://www.makingstories.net Video:http://www.vimeo.com/user2343092/videos Email:terrence@makingstories.net phone4159488087 INTERVENTIONSCONSULTINGRETREATSWORKSHOPS COACHINGSPEAKING

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DanielKorschunPh.D. DrexelUniversity,AssistantProfessor Marketing Phone:215.895.1998 Email:dek46@drexel.edu AreasofExpertise Corporatesocialresponsibility Stakeholderengagement Corporatebrandmanagement Internalmarketing Articles Bhattacharya,CB,Korschun,DanielandSen,Sankar."Strengthening StakeholderCompanyRelationshipsThroughMutuallyBeneficialCorporate SocialResponsibilityInitiatives"JOURNALOFBUSINESSETHICS85.(Mar 2009):257272 Bhatacharya,CBandKorschun,Daniel."StakeholderMarketing:Beyondthe FourPsandtheCustomer"JOURNALOFPUBLICPOLICY&MARKETING27.1 (Mar2008):113116 Bhattacharya,CB,Sen,SankarandKorschun,Daniel."UsingCorporateSocial ResponsibilitytoWintheWarforTalent"SLOANMANAGEMENTREVIEW49.2 (Jan2008):3744

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Footnotes
1

There is still considerable controversy regarding the relationship between social performance and financial performance. The weight of the evidence appears to indicate that there is a modest effect of overall social performance on overall financial performance but that there are contingencies for which CSR is more or less effective. For a recent meta-analysis, see Orlitzky, Marc, Frank L. Schmidt and Sara L. Rynes (2003) Corporate Social and Financial Performance: A Meta-analysis. Organization Studies, Vol. 24 Issue 3, p403-441. Smith, N. Craig (2003) Corporate Social Responsibility: Whether or How? California Management Review, Vol. 45 Issue 4 (Summer2003): p52-76. For an example see, Sen, Sankar, C. B. Bhattacharya and Daniel Korschun (2006) The Role of Corporate Social Responsibility in Strengthening Multiple Stakeholder Relationships: A Field Experiment. Journal of the Academy of Marketing Science, Vol. 34, Issue 2 (Spring2006): p158-166. J. Austin, The Collaboration Challenge, (San Francisco, CA: Jossey-Bass, 2000). Mudd Brandbook, available at http://www.iconixbrand.com/mudd_brandbook.html. To read more about the Mudd Girls campaign, see Tucker, Ross (2006) Mudd's 'Real Girls'. WWD: Women's Wear Daily, 6/29/2006, Vol. 191 Issue 138: p6. At time of printing, these stories appeared at: http://pg.com/company/our_commitment/community.jhtml. To read more about GEs ecomagination campaign Bobula, Jessica (2005) Ecomagination' populates GE site. B to B, 7/11/2005, Vol. 90, Issue 9; McClenahen, John S. (2005) GE's Immelt Sees Green In Being Green. Industry Week, Vol. 254 Issue 8 (Aug2005): p13-13. Albert, Stuart, and David A. Whetten 1985 "Organizational identity." In L. L. Cummings and Barry M. Staw (eds.), Research in Organizational Behavior, 7: 263-295. Greenwich, CT: JAI Press.

4 5 6

7 8

10

As a useful exercise to demonstrate this phenomenon, listen to the words people choose to describe their companys actions. Note the pronouns they use in referring to the company. When discussing successful CSR programs, they will tend to refer to the company in terms of we or us. When criticizing actions of the company they will likely distance themselves by referring to they or them. 11 Ready, Douglas A. (2002) How Storytelling Builds Next-Generation Leaders. MIT Sloan Management Review, 43 (Summer 2002): 63-69.
12

C. K.Prahalad and V. Ramaswamy, Co-opting Customer Competence, Harvard Business Review, Vol. 78 Issue 1 (Jan/Feb2000): 79-88.

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ADDITIONAL RESOURCES

COMP VIDEOS & CONVERSATION STARTERS

These are distinctive, stylized short nuggets of organizational poetry offered to clients and prospective clients to encourage people to dialog about themes prevalent in Organizational Development work. Recordings of webinars and keynotes round out this collection of videos. These offeran authentic and personal snapshots into me. Even transcational and bottom line work is first and foremost relational. I want you to know a little about who and how I am. For those that resonate with these I gaurantee we will have a mutually gratifying and productive engagement.

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AVAIL YOUR SELF OF OVER 30 FREE ARTICLES & WHITE PAPERS Are you looking for how the rubber meets the road? Need some practical tips and techniques for designing and implementing learning and communication interventions? Heres a repository of great resources sure to offer everyone something. Be sure to reach out to me with your questions. Im happy to offer up to 30 minutes of free consult to get people started.

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CONSIDER PURCHASING A FEW OF OUR COST EFFECTIVE ONLINE RESOURCES I am very proud and grateful for the crystallization of my story-based communication skills assessment. It was awarded the 2008 HR Leadership Award from the Asia Pacific Human Resource Management Congress Are you looking for some easy ways to develop your story-based communication skills or help others on your staff or team? Try our eBook of self- development exercises

CLICK HERE TO ORDER THE ASSESSMENT

CLICK HERE TO ORDER THE eBOOK

Have you wanted a step-by-step guide to discovering and mining your rich treasure chest of stories so you can leverage them more effectively? Here just the guide to get you started

CLICK HERE TO ORDER GUIDE

Maybe you just want to work with us. Dont be bashful. Give me a call today. I promise to tell only a few stories but be careful you might yourself launching into a sea of stories !

PHONE: 415-948-8087

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