Data storytelling is critical to getting the Covid-19 message across

 The question is, how do you communicate a complex idea like an epidemic curve to people with minimal understanding of data? It is no different to communicating a clear message – you tell a story.

For example, a podiatrist in the UK illustrated what could happen if the NHS was suddenly overwhelmed with Covid-19 cases. He used a bucket with a hole in the side to explain how a small amount of water escaping the side of the bucket was manageable, but when there was too much water in the bucket it was unable to hold the water and was overwhelmed. It’s a visual way of explaining what can be a complicated topic.

Data and analytics teams who are working on responses to the Covid-19 pandemic must communicate complex and often challenging analytical ideas to key stakeholders and to the public, who tend to respond emotionally rather than rationally. It is critical for these teams and those presenting data to use data storytelling techniques to identify, frame and communicate the Covid-19 narrative in a manner that is appropriate for each stakeholder group.

Humans are naturally inclined to make decisions based on emotions. In fact, subconscious pathways and emotional stimuli are many times faster to trigger decision-making than conscious cognitive processes.

The key is to appeal to both the heart and the mind of the audience. Communicate the critical data, but in a way that inspires trust, confidence and action. 

Guide emotions through facts

Storytelling is a much more effective way to communicate a message than a presentation of just numbers and insights. By telling the story, data and analytics leaders can drive an action from the audience. 

With that in mind, don’t skimp on the data, but rather use it to form the underlying viewpoint of the messaging. From there, the goal is to elicit the desired emotion from the audience to drive the data point home.

Stick to the key data points and don’t get lost in super-detailed complexities. Successful storytellers are very clear about the purpose of the communication and the audience they designed it for: 

• Capture attention: Stories engage people emotionally and stimulate the heart and engage the mind. Use personal experiences to create a trusting, warm message. For example, the mayor of London, Sadiq Khan, made a plea for social distancing and staying at home to reduce infections. 
• Facilitate understanding: It is easier to learn via a story than simply from data points. Stories break down complex ideas into concepts that are easier to understand and frequently appeal to emotions. People are also more likely to share a story with someone else, sharing the lesson as well. This is the technique the podiatrist used to explain flattening the curve. 
• Enable listeners to remember the message for longer: Increase retention of your main message by using a story that has information, emotions and sounds. People tend to remember stories more easily than pure facts. The Wash Your Lyrics meme generator is helpful for this. 
• Fill an emotional need: Simply telling employees to do something is not enough. Achieving organisational change is about emotions, relationships and gaining the commitment of people. Storytelling provides the missing link to emotions. For example, a Northern Irish respiratory consultant made an emotional appeal for people to stay at home. 
• Help people connect ideas with past experiences: Storytelling helps employees personalise their own messages. A story may remind them of a similar experience or a challenge, enabling them to apply their previous experiences to the current event. In turn, this enables the audience to hear the rational and emotional aspects of the story plot points, which improves communication. For example, the stories of Italians coping with social isolation by singing from their balconies inspired others around the world. 

Alan D. Duncan is research vice-president at Gartner