Changing Stories

Creating Meaningful Change

I’m Dr. Luella Forbes

I’m The Narratologist (someone who studies stories) and an expert in organisational storytelling and change.

For 25 years I've worked on large-scale organisational change and transformation programs: as a consultant, a leader, and now a doctoral researcher. I’ve been Program Director on one of Australia’s largest mergers, I’ve worked with the leaders and managers asked to implement restructures and significant change, and supported the individuals whose careers were changed by these programs as well as spending four years researching what actually works in organisations.

It is those four perspectives I bring to the work I do now. The change needed, the role of the leader, the team impacted and the evidence of what works. Having seen it done brilliantly, and also really badly, I know that implementing change is almost always hard, but there are ways to make it easier for both leaders and the team. And that the stress it creates when it’s done badly can create significant impacts for the organisation, leader and individuals for a long time.

Whether you are an organisation or a leader creating change, or an manager trying to find your way through it, I want to help you create positive and meaningful change for your organisation and your people.

Why "The Narratologist"?

The stories we tell matter.  Changing the stories we tell can have a significant impact.  I can support you to change your story enabling you and your workplace to thrive.

Narratology is the study of stories. It considers how stories are shaped by our cultures and values, and how they in turn shape beliefs, behaviours and interactions with others.

Stories connect us to our destination, set expectations and sustain us through challenges along the way. Powerful stories can drive meaningful cultural change.

At The Narratologist, we help individuals and organisations understand, challenge and reshape the stories that guide them. By reframing these stories, we enable more positive mindsets, behaviours and better outcomes – creating fulfilling experiences and environments where people and workplaces can thrive.

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Who are you protecting when you don't tell your team about a change? Leaders often stay quiet because they don't want to worry the team or create stress. But should they be worried? Will it affect their role or the work they do? If the answer to eit
Perception is based on what people see and hear. Not what you say and do. The two aren't the same. And perception is the foundation of the trust people have in you. Which is worse: the quiet achiever no one realises has done anything, or the vocal
Had a great time at the Rethink Change conference last week speaking on the role that Middle Managers play in stabilising change and the importance of storytelling ability in communicating these changes down to their teams.