If we’re trying to persuade a skeptical audience to believe a new message, the reality is that we’re fighting an uphill battle against a lifetime of personal learning and social relationships. It would seem that there’s nothing much we can do to affect what people believe. But if we’re skeptical about our ability to affect belief, we merely have to look at naturally sticky ideas, because some of them persuade us to believe some pretty incredible things.

The lesson for the rest of us is that if we want to make people care, we’ve got to tap into the things they care about. When everybody taps into the same thing, an arms race emerges. To avoid it, we’ve either got to shift onto new turf, as Thompson did, or find associations that are distinctive for our ideas.

The story’s power, then, is twofold: It provides simulation (knowledge about how to act) and inspiration (motivation to act). Note that both benefits, simulation and inspiration, are geared to generating action. In the last few chapters, we’ve seen that a credible idea makes people believe. An emotional idea makes people care. And in this chapter we’ll see that the right stories make people act.

Tim Brown and Roger Martin provide a really nice description of how you might do this in their article “Design for Action.” In particular, the idea of throwing out multiple possible strategies and consciously debating them rather than incrementally working from strategies that are already in place is excellent.

It is so important that we fight for the future, get into the game, get dirty, get experimental. How do we create and proliferate a compelling vision of economies and ecologies that center humans and the natural world over the accumulation of material?

We embody. We learn. We release the idea of failure, because it’s all data.

But first we imagine.

We are in an imagination battle.