What Is Narrative? Meaning and Ways to Separate Facts from Interpretation at Work

Narrative and story depend on context

Both narrative and story may be translated into Japanese as monogatari. There is no universally applicable boundary between the two. Avoid treating an explanation such as “a story is always finished, while a narrative is always unfinished” as a rule across every field.

At work, a useful question is whose perspective is being expressed, which experiences have been selected, and what meaning has been given to them. Begin by checking both factual accuracy and how the person understood the experience.

For example, a colleague’s silence in a meeting might be interpreted as lack of interest. The colleague might explain that they were afraid to discuss figures they had not verified. The observable action and its interpretation can be explored separately.

Three concepts used in narrative approaches

The Dulwich Centre describes narrative therapy as respecting people’s knowledge of their own lives and separating people from problems. When drawing on these ideas in workplace conversations, the purpose is not to teach someone the supposedly correct interpretation.

Exploring another account does not mean erasing mistakes or inventing positive claims. Check what happened while also examining actions, support, and conditions that may have been overlooked.

In one-to-ones, ask about events, meaning, conditions, and preferences

Managers and colleagues can use the following sequence to understand a situation before evaluating it:

1. Ask about events: “When did this happen, on which task, and what occurred?”
2. Ask about meaning: “What did that mean to you at the time?”
3. Ask about conditions and exceptions: “What was different on days when the work went more smoothly?”
4. Ask about preferences: “What would you like to try, and what support would help?”

If someone says, “I am bad at asking questions,” avoid immediately concluding that they need to be more proactive. Ask which situations made questions difficult and whether there were people or times when asking was easier. An unclear contact, an overloaded supervisor, or blame in response to questions may be environmental factors.

Keep room for an answer you did not expect. “You really want to grow, don’t you?” supplies the conclusion. “What would you like to prioritize now?” allows a different preference to emerge.

Keep accounts and verified facts distinct in hiring and customer research

An individual account can reveal experiences that numbers miss. However, generalizing from one person or favoring polished speakers can distort a decision.

Record separately what the person said, your interpretation, and facts checked elsewhere. A statement that support was slow is part of the person’s experience; response times can be checked against service records. Recognizing dissatisfaction and establishing which process failed are related but distinct tasks.

In hiring, use common questions about job-relevant experience and behavior rather than deciding only from the appeal of a candidate’s story. Our guide to workplace bias provides related examples.

Bring reflection back to observable actions

If you think another job change will end badly, write down the events behind that feeling and separate them from predictions you have not tested. List difficult conditions in the previous job, work that went well, and support you received. This can make questions for a future employer more concrete.

For example, “I cannot ask for help in any workplace” might become: “My previous workplace had no clear contact for questions. Next time, I will ask who provides support and whether regular meetings are available.” You do not need to alter the facts of the past. To turn reflection into strengths and job priorities, use our self-analysis worksheet and guide.

Listeners should not push people to reveal experiences they do not wish to discuss. If notes will be shared, explain the purpose, recipients, and what the person can review. Record only necessary personal information. A workplace discussion is not equivalent to professional psychotherapy.

Frequently asked questions

Is narrative a technique for persuading someone?

The word is used in marketing and public communication, but when understanding another person through dialogue, agreement with a predetermined conclusion is not the objective. Listen to their experience, then handle factual checks and decisions separately.

Does an alternative story mean focusing only on the positive?

No. It means recognizing the difficulty while looking for experiences and values that the dominant account does not fully describe. You do not need to replace it with a guarantee of success.

At work, use narrative ideas to clarify whose experience you are hearing, which facts need checking, and what can change next.

_{Sources: Dulwich Centre: What is Narrative Therapy? / Dulwich Centre: Narrative Therapy, Three Maps}