Charles Tilly has just published a new book called 'Why?', and it's received something of a glowing review from Malcolm Gladwell in the New Yorker magazine. Not read it yet, although am about to (if Malcolm likes it...!), but the review gives a pretty good summary.
Basically, Tilly looks at the reasons for giving reasons. And if you're involved in communication this is probably pretty important stuff to know. I'm sure there's more to it than this (otherwise why buy the book!), but he suggests that there are 4 types of reason giving, and the right one to use depends on what you're talking about and the relationship you have with the person you're talking to.
The first level of reasons are 'conventions': generally accepted, though often glib or superficial explanations for 'the way things are' (think parent-child platitudes); they are often off-the-cuff comments with little interaction or emotional resonance - you'll take your eye out with that.
Second, there are stories: narrative descriptions of the truth as you understand; rich, often honest, always informal (two way) conversations between people who understand each other, and share some kind of real connection or relationship.
Then there are codes or high level conventions: these are procedures that 'must be followed'; again there is no connection or conversation, just a 'legal' authority that expects to be obeyed (or forces obedience - think the tax man).
Finally, there are technical accounts: the objective stories of those with specialist knowledge or authority; we may not know them, but they can command our trust and respect.
From the point of view of brand comms and brand relationships, the sad fact is that we all-to-often fall into the easy/lazy realm of conventions and codes: the world of 'washes whiter' propositions; fact-based, assertions of truth we expect people to believe without debate (buy this! Yes sir!), an appraoch which may once have worked when we had a different kind of relationship with brands, businesses and authority figures in general. But not any more.
Sometimes we aspire beyond this, but in a way which still assumes a model of top-down authority: the technical accounts of trusted experts.
Rarely though, do we embrace the full, frank, open and honest approach of story telling that exist between people who really know each other. But in a connected world, increasingly driven by conversation and communication, is this not the kind of relationship brands and businesses need to cultivate; to have the confidence to embrace truth, to have a genuine two way dialogue with people.
Could it be that this is the only way to build the engagement, respect and trust needed for business success?
