According to Stephen Denning, organisations can change the way they
communicate through storytelling. He argues that facts, statistics,
charts, prose and dialogue do not by themselves lead to change. To be
successful, leadership stories must get inside people's minds and affect
how they think about themselves and in the process create their
organisation. Employees need to see themselves and the organisation
in a different light, and then make decisions and change their behavior
in accordance with their new perceptions, insights and identities.
Denning suggests that there are at least three types of leadership stories.
The first involves articulating a new way of operating and thereby helping
others to see how the organisation will work once the change is undertaken.
The second type of story involves describing a burning platform
which explains why the way of operating in the past is leading to disaster.
Finally, leaders will need to tell a third story about the past.
This story describes and reminds people of the effects of unspoken
assumptions and attitudes and how they can inhibit or assist desired change.

Reference: Forbes.com dated the 25th of July 2011.