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This month, we chat to Shirish Kulkarni, Director of Monnow Media about effective storytelling. He shares his research about why the way we tell stories needs to change to make news more engaging, inclusive and informative. 

Isentia’s Insights Director, Ngaire Crawford also shares some of the trends we’re seeing across social and traditional media, and how we’re seeing the notion of ‘effective’ storytelling change for our clients.

https://youtu.be/tz8LuhjuzBA

Ngaire Crawford talks about the storytelling trends across social and traditional media

3:41 - Mainstream media is talking about:

1. Back to end-to-end COVID coverage with a regular cadence of updates
2. Anti-maskers are in the spotlight and the phrase “Bunnings Karen” has returned over 6000 media items
3. A slight increase in global coverage related to second waves of the virus.
4. Considerable reduction in racial inequality discussions
5. Across New Zealand where COVID isn’t quite the main focus, there is a lot of coverage about elections and electioneering.

 

5:12 - Across social media, there is a lot of division:

• Between openly calling out misinformation, and perpetuating misinformation.
• Between those ‘doing the right thing’ and those who are not. This is more about calling out individuals rather than organisations.

6:12  - On Google Trends, people across Australia and New Zealand are looking for search terms:

1. Kerry Nash (Bunnings Karen)
2. A lot of TV shows and celebrity content (Kanye West etc)
3. Sports (NZ)

 

7:06 - In terms of storytelling, it’s important to understand the context in which you are communicating. The things to consider:

• Impact of video - divisiveness can breed “recipients” or “evidence” based culture. Video is the easiest way for messages to spread quickly and for media to lift the story. Consider this from a risk perspective (media and customer service training) as well as your content - it might not the time for beautifully produced videos just yet.
•  
• Echo chambers - heightened emotional states can mean that audiences seek out information that confirms information they want to believe. Keep an eye on misformation that’s relevant to you and your organisation.
•  
• Media as a moral high-ground: Anti-maskers, “fake news” etc can cause a really visceral reaction from the public, and from news media. Unfortunately, this misunderstands the context of those arguments.

9:37 - The narratives to watch at the moment:

• Rules fatigue: People are getting tired of being told what to do, it’s a natural reaction (psychological reactance) but it’s something to be really mindful of when communicating right now. There is a heightened emotional state, especially for those who are entering a second lockdown.

Shirish Kulkarni talks effective storytelling

10:26 - Over the past year I’ve conducted research on how we can better tell news stories, and my findings can be applied across the communications industry. We are all storytellers in one way or another.

11:00 - We’re hardwired for stories, at an anthropological and neuroscientific level, stories help orientate us within the world. They are a virtual reality simulator helping us practice for real life.

11:53 - Typically, news stories do the opposite of traditional storytelling (i.e have a beginning and an end to the story). Instead, we (journalists) use the inverted pyramid structure where the top line is the conclusion and then filters down to the least interesting or least important information. 

12:39 - The concept of the inverted pyramid structure dates back to the days of the telegraph, the original newswire. It was expensive, unreliable and it made sense to put the most important information at the beginning, just in case you lost the end of it. Although we don’t use the technology of the telegraph anymore, we still use the habits formed by that technology which continue to define journalism and communications.

13:03  - We conducted research with 1300 participants and the results showed users prefer stories that work in a straightforward and linear structure, much like traditional stories.  More information was picked up as it fits with how we are hard-wired to navigate the world.

13:28 - Journalists are failing because they are ignoring what users need from the news. In an attempt to reverse that, I came up with six key principles that should be at the forefront of our minds when telling our stories.

1. Content - is it useful or relevant and does it help us understand the world better?
2. Context - are we providing enough context? News largely focuses on breaking or moving news but that's often to the detriment of context, analysis and understanding. 
3. Users have agency - they are not just passive victims of the news, they can be part of creating solutions and want the opportunity to choose how to engage with the news.
4. Tone - we need to consider the tone we are using. We tend to fall back on journalist language which is old fashioned and formulae.
5. Diversity and inclusion  - are crucial when storytelling. It’s about telling different stories, ones that reflect the richness of our societies. This is very important.
6. Inverted pyramid - is this the best structure to tell a narrative? What are the alternatives? What we are doing isn't working so we’ve got nothing to lose by trying something different.

 

17:24 - Based on these principles, I created a number of prototypes and tested them with users. When compared with a BBC news article, users overwhelmingly preferred our prototype. They picked up more information in less time and found it easier to navigate. This proves there is a better way of telling stories, we just need to be prepared to think differently and put users at the centre of our thinking.

Q&A

18:40 - How do you think the media coverage of COVID-19 applies to your research?

Media has a crucial role. The only justification to have journalism is to provide reliable and useful information. There’s a big thing about news being about entertainment and there’s a focus on the drama of news rather than the information of news. What do we need to know? We are users as well as the audience and this should be taken into consideration when wanting to drive engagement.

23:46 - Do you have any tips for making the linear narrative structure more effective especially through face to face presentations rather than emails?

What really worked for us was using a "narrative accordion". We had 5 questions, and the answers could be expanded and read based on the user's interest. It didn't matter whether the question was at the beginning or end as it was up to the interest of the user. Simplify what you’re saying, and question whether it’s useful to your users.  

28:15 - What have you learned about younger generations and their behaviours?

People have an incorrect characterisation of young people and get their needs completely wrong. There is a perception you can’t make a video longer than two minutes for the younger generation because they have a short attention span and are unable to comprehend what is being said. This generation is the most emotionally and culturally intelligent generation we have ever had. Young people aren’t put off by complexity or depth, they are craving it. Don’t underestimate them.

If you would like to view other Webinar Isentia Conversations: Communicating through Change:

Isentia Conversations: with Katherine Newton at RU OK?

Isentia Conversations: with Bec Brown at The Comms Department

Isentia Conversations: with Rochelle Courtenay at Share the Dignity

Isentia Conversations: with Rachel Clements at Centre for Corporate Health

Isentia Conversations: with Helen McMurdo at MTV

Isentia Conversations: with Daniel Flynn at Thank You

Isentia Conversations: with Campbell Fuller at Insurance Council of Australia

Isentia Conversations: with Craig Dowling from Mercury 

Isentia Conversations: with Stella Fuller from Bright Sunday

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Over the past few weeks, we’ve been talking to experts about the best ways of working and communicating through a time of unprecedented change. 

In this episode, we talk to Rachel Clements, the Director of Psychological Services at the Centre for Corporate Health. Rachel shares some practical tips on how organisations can mitigate psychosocial risks in a time of heightened anxiety - and some advice on maintaining your own mental fitness. Isentia’s Insights Director, Ngaire Crawford also shares some of the trends across social and traditional media.

https://youtu.be/58dIl6BOdys

What mainstream media is saying, with Ngaire Crawford

3:30 - Over the past week, data from mainstream media suggests we’re starting to get a bit restless. Across Australia and New Zealand we’re talking about:

1. Lockdown restrictions
2. Business and Economic Impact
3. When will life be normal again?

Google searches have largely been about restriction levels and what people are and aren’t allowed to do. People are starting to unpack misinformation and search about interesting theories such as 5G towers causing coronavirus.

5:08 - On social media, people continue to reach out and be creative with memes, but there is still an undercurrent of stress and uncertainty.

5.28 - People are starting to shift their mentality from ‘what i need to care about right now’ to ‘ what i need to start caring about in the future’.

People have specifically been worried about:

⇒ Bills/rent/mortgages - specific items that need to be paid.

⇒ Superannuation - the increasing worry is reflective of the long term view - when will this be over?

⇒ Mental Health - still a concern for people

⇒ Job losses - more so about individual bill payments and reduced personal income as opposed to job losses or business strategies.

6:28 - Having context is incredibly important. As communicators, everyone wants to provide genuine and authentic information. It’s important to:

⇒ Understand who you’re communicating to and what they’re feeling.

⇒ Listen. Add additional sources into your information bubble. Look at what’s trending on Google, Twitter, Instagram and TikTok. Look at specific hashtags to get an understanding of what people are talking about and are interested in.  

⇒ Seek feedback from audiences, but be aware that patience is starting to wane.

⇒ Keep curious, consider your own media consumption habits and who you are supporting and why.

⇒ Continue to watch what drives emotional responses online such as cancel culture and conspiracy theories, which are usually indicative of wider audience feelings and outrage.

⇒ Audiences and businesses are starting to get antsy about normality and what the future looks like - they want to know what will the new normal look like?

Rachel Clements addresses the psychosocial risks during COVID-19

9:08 - Rachel tells us there are many psychosocial risks impacting people around the world in relation to COVID-19. In particular, people are experiencing an emotional journey and a wellbeing journey. She says you need to understand what's happening emotionally with people, so you can tailor communication according to the stage that they’re in.

10:00 - To understand the psychosocial risks for COVID-19, a framework has been developed that outlines its 3 stages.

Stage 1 - we were (and some of us still are) operating in flight or fight, operating in panic, fear and anxiety and not taking in much information. We were just trying to survive.

We were adjusting to working from home, adjusting to new technology and having to do pivots within our business. There was a need to look at the media and be drawn into the fear contaigum. 

People in this stage don’t take in much information, so we have to be careful with how tailored messages were communicated. 

There are many people still in this stage, but there is a shift of people moving into stage 2.

11:15 - Stage 2 - is thought to be more psychologically challenging than stage 1. This is because there is a realisation social isolation and social distancing is our reality and its duration is unknown. Things are unpredictable and this can be mentally tough for people.

11:47 - At the moment, there’s an increase in disengagement, an increase in dissatisfaction, anger, irritability, frustration and languishing - which is akin to depression. If people are sitting in the stage of languishing, they are suddenly feeling unmotivated and not satisfied, a languishing mindset can start to take a toll on their mental wellbeing. 

People are starting to transition into ‘i’m tired’, ‘i’m sick of this’ and begin to break the rules or behave in a way that is opposite to what they are asked to do.

12:22 - Stage 3 -  People start to adjust to the new normal and have a bit of optimism for the future. People begin to become creative again and feel a sense of hope. 

It’s important to understand the different stages in order to communicate. The success of your communication is based on the stage of a person’s emotional journey and their readiness to take in information.

13:10 - There are some psychosocial risk factors currently seen in our workplace environments:

⇒ Pre-existing mental health conditions. Those who were already in an anxious or depressive state, who’ve been forced into social isolation and self distancing, puts them at risk of exacerbation. Drugs and alcohol are being used as a coping mechanism to deal with the increased fear and anxiety people are feeling. 

⇒ Pre-existing circumstances within our lives such as relationship break-ups, issues with children, financial stressors, don’t stop and people’s capacity and ability to deal with these external stressors have eroded.

⇒ Family dynamics - although our situations have changed, our expectations have not. There are increased feelings of failure, guilt and burn-out as we try to keep up with family life and work life. The inability to change our mindset and expectations to our current circumstance are leading to excessive stress.

⇒ Family and domestic violence - there are increased levels of hostility and an increase in domestic violence during social isolation. 

17:19 - Employment risks have also increased, some of these include:

⇒ Financial pressure caused by the economic downturn. People are concerned about their job security and their financial position.

⇒ Workload challenges. People are trying to balance their personal life, professional life and their associated workloads. 

⇒ Loss of direction from social isolation. It can also make people feel demotivated and we need to ensure our teams are kept motivated to prevent languishing and dissatisfaction.

18:45 - During these times, people are struggling with their wellbeing. Trends are already being noticed, these include:

⇒ Heightened levels of anxiety

⇒ Exacerbation of pre-existing mental health conditions

⇒ Presentation of new mental health conditions

⇒ Increase in social withdrawal

⇒ Increase in drug and alcohol use as a coping mechanism

⇒ Increase in incidences of intolerance, aggression and conflict. Humans don’t like to be contained and this is why there is an increase in these behaviours. 

⇒ Increase in incidences of domestic violence

⇒ Increase levels of suicidality

21:05 - Wellbeing needs to be on the radar and there has never been a better time for organisations to communicate and discuss strategies to prevent people’s wellbeing diminishing. These include: 

⇒ Equip HR and leaders to lead remotely and equip all employees to work remotely

⇒ Identify unique workplace psychosocial stressors - is someone in the team going through a stressful time personally? Is a family member unwell or is someone experiencing a mental health issue?

⇒ Maintain connectivity - seeing someone's eyes can be beneficial for feeling connected

⇒ Maintain a balance between work and other commitments whilst working remotely

⇒ Develop and maintain a ‘new business as usual’ - find new routines and effective ways to work. People respond well to routine.

⇒ Supportive and visible leadership

⇒ Recognise early warning signs of poor mental health

⇒ Manage anxiety and maintain resilience

⇒ Have R U OK? Conversations

⇒ Promote employment assistance programs and virtual onsite support

If you would like to view other Webinar Isentia Conversations: Communicating through Change:

Isentia Conversations: with Katherine Newton at RU OK?

Isentia Conversations: with Bec Brown at The Comms Department

Isentia Conversations: with Rochelle Courtenay at Share the Dignity

Isentia Conversations: with Helen McMurdo at MTV

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Isentia's parent company Access Intelligence has been recognised as one of Europe’s fastest growing companies in the FT 1000, a yearly ranking by the Financial Times and German data platform Statista. The FT 1000, now in its 7th edition, ranks the 1,000 companies in Europe that have achieved the highest percentage growth in revenues.

Access Intelligence is an AIM-listed tech innovator, delivering high quality SaaS products that address the fundamental business needs of clients in the marketing and communications industries.

‘Understanding audiences has become essential for organisations across industries and geographies: we’re seeing that need grow every day, as more and more of our clients put media insights, reputation and audience intelligence at the center of their strategy,’ said Joanna Arnold, CEO of Access Intelligence.

The group powers the world’s most relevant brands across regions and industries: with over 6,000 clients worldwide, Access Intelligence helps clients like Apple, Coca-Cola, Pfizer, the UK House of Commons, HSBC, Twitter, and the Australian Government understand their audiences and monitor the media landscape.

The evolving Access Intelligence portfolio includes Isentia, the market-leading media monitoring, intelligence and insights solution provider; Pulsar, the audience intelligence and social listening platform; Vuelio, which provides monitoring, insight, engagement and evaluation tools for politics, editorial and social media in one place; and ResponseSource, the network that connects journalists and influencers to the PR and communications industry.

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“In the future there will be no female leaders, there will just be leaders” 

-- Sheryl Sandberg

Our recent partnered research with Women in Media showed there is still significant gender discrimination within the media and a long way to go before parity is reached. Female voices are being excluded in shaping public perception in industries where women lead in employment, such as retail, sport and health. This creates hurdles for female experts and sources, and demonstrates the largest gap between women employment share and media representation. 

All organisations have a role to play, with a responsibility to provide equal opportunities and outcomes for men and women.

Through the power of collaboration and raising each other up, it presents an opportunity for women to change the status quo.

Women in the workplace

Women’s voices and women’s participation within the workplace are lacking true representation and the amplification they deserve. Whether it’s in leadership, as a spokesperson or across the news value chain - there’s more that can be done to avoid misrepresentation of an organisation as this sends a conflicting message to their audience.

As the Women in Media research suggests, to avoid underrepresentation, organisations should:

• Review and assess their level of representation
• Invest in training and development for spokeswomen and
• Commit to monitor change. 

Workplaces have a responsibility to ensure there is a focus on gender balance through inclusion and diversity as well as provide support and visibility of pathways to leadership roles.

Mapping out the right spokesperson

When choosing a spokesperson, it's the role of an organisation to select someone who is a well suited representative, and be able to provide the best answers for their key audiences. The characteristics of a spokesperson are similar to that of a leader, with competency (37%), confidence (31%), and good communication (26%) being the most important. They also need to speak with authority, with their opinions being trusted, but also an ability to connect with stakeholders and not shy away from empathy, if it’s needed. 

Women need to be given the support and authority to be a trusted brand ambassador or spokesperson for the organisation. 

At a time when a story hits the media, there is a framework organisations can put into place to ensure success:

• Subject: who is the subject of the story and whose perspective does it amplify.
• Narrative: what are the stories being told or what stories are being missed. I.e. Consider which stories are written by women/men or feature more women/men, who is telling the story - experts, sources, spokespeople etc.
• Opportunity: 1. how much opportunity does the spokesperson have to express their opinion, how frequently are they visually represented, what role do they play and how are they portrayed? 2. provide training and development of spokeswomen to contribute to achieving gender equity in the media. And as spokeswomen are called on their leadership and expertise, it will present a fair representation of Australian society.

Women in Media Gender Scorecard

The Women in Media Scorecard explores the visibility of women as authors, participants and subjects of news in Australian media. It identifies core areas in media analytics (bylines, sources, experts) to monitor change over time and positive or negative shifts towards achieving parity for women in Australian media. Isentia analysis included 18,346 reports from Australian press, radio and TV news coverage over a 14-day period, from 18-31 July 2022.

Trajectory to gender parity

Some say a woman alone has power; collectively they have impact. 

Across all industries and organisations, when it comes to women supporting other women, there is power in the pack. 

Women often underestimate the value they can offer, the wisdom and knowledge they can share can benefit and support many women (and men too). 

From increasing productivity and enhancing collaboration, to inspiring organisational dedication and boosting confidence, women can be unstoppable when working towards a desired goal, together. 

“Women need to get behind other women. Encourage their expertise. Acknowledge their strengths. Champion their success. Amplify their voice.”

Interestingly, our research shows female reporters are 30% more likely to quote female sources than male reporters. This suggests that women do support women, yet women dominated industries are not being represented as such in the media. The highest underrepresentation of female sources tended to be associated with topics/sectors with a high female employment share, for example in retail, sport and health.

This presents an opportunity for organisations to increase women’s representation in leadership positions and boost women’s workforce participation. By doing this, it will encourage women to amplify other women and contribute to achieving gender parity within the workplace.

Men Dominate As Sources, Even In Industries Where Women Lead Employment

Source gender split vs industry employment

The affinity bias

The media hype plus cultural perceptions might showcase that women don't want to revel in another woman's success. Yet it’s quite the opposite.

Dedicated days like International Women’s Day are a great opportunity to celebrate the achievements of other women beyond the divisions of national, ethnic, cultural, economic or political barriers. But it shouldn't stop there. 

Status quo bias and gender blindness are two key areas of bias within organisations. For whatever reason, when we think about a leader or a person with authority, our brains default to think of a male. The ‘think manager, think male’ norms continue to hold women back and contribute to a notable gender gap in self promotion within the workplace. 

Women are 33% less likely to promote their performance and only 60% of women actively make people aware of their accomplishments. And this wasn't due to a lack of desire, however it was more likely to attribute their failures to lack of ability. Because women feel the workplace is harder on them, they’re harder on themselves, causing their confidence to take a hit. Yet for women to advance in leadership roles or further their career, self-promotion is a must. 

In instances where women are confident and assertive at work, they can be penalised by others and be referred to as bossy. In fact, women are twice as likely to be branded as bossy in the workplace for doing the same behaviours as men.This can often impact their desire to celebrate their achievements and also have a negative impact on how well they are liked by their peers.

Gender equity

Within the media landscape in particular, women reporters are more likely to:

• Challenge gender stereotypes 
• Raise gender inequality issues 
• Reference legislation or policies that promote gender equality or human rights.

Yet they don’t get seen as experts in their field and get the bylines to showcase this.

The Women in Media research shows only two of the 35 identified topic groups (6%) recorded a greater share of women sources than men. Females are notably under-represented when comparing the share of experts in media reporting with the share of sector employment. The pattern of media underrepresentation in women-dominated industries extends from sources to the share of experts quoted. 

With the spotlight on gender equity, now is the time for women to support and amplify other women across all industries.

A call to arms

At Isentia equity, inclusion and diversity is something we are all passionate about and we choose partnerships that help us shine a light on these issues. We value the voice that our women leaders and employees can have within our company and industry and are always looking for opportunities to elevate their voices. 

Company CEO Joanna Arnold believes ‘the true value of insights is when it's used to shine a light on societal issues and inspire behaviour that drives change. Our innovation in audience intelligence underpins our purpose to help surface the diverse voices shaping wider societal narratives’ so that they can be better represented in the media and other channels shaping public perception”.

The Women in Media Research highlights that much work remains to provide gender equity and share of voice for women in organisations and through representation in Australian media. 

Organisations can play an important role in gender equity by:

• Investing in training and development for their spokespeople and instill confidence into their female employees 
• Constantly review and assess their level of female representation
• Ensure the chosen person is an accurate representation of the workplace
• Commit to monitoring change and
• Build a supportive workplace culture

Moving forward, as more women encourage and support other women, the more will be received in return.

We can continue to support the positive impact organisations have towards female representation and gender parity. We want to improve the barriers and drivers for women representation in organisations across societal, organisational and individual levels. 

If you’d like to learn more about The Women in Media Scorecard or discover how Isentia can help your organisation with impactful insights-driven research, get in touch with us today. 

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