Can you recall your favorite children's book? Take a moment to bring it to the front of your mind.

Now imagine you have to tell someone else about the story in the book. What would you describe? You would likely start with the plot and the characters, then explain some of the action or conflicts that happened between them. At some point, you would describe how that tension was resolved and then share the ending of the story.

These key points in your retelling are the critical components of stories—plot, twist, and ending. This basic story structure has a natural connectedness. One thing leads to the next, allowing us to more easily remember it. How long has it been since you last thought about your favorite children's story or told it to someone else? Even if it’s been a fair bit of time, you likely could still recall and retell the key elements of it.

The narrative arc maps well to many business communications

While there are many different ways of describing the structure of a story, the narrative arc is the format we use most often since many different business scenarios can easily be mapped to this shape.

At the beginning of the narrative arc is the plot. In a business setting, this is where we share relevant background context. Then, in the middle, we introduce tension by revealing the interesting things—the twists—discovered during our analysis. These tend to build up in the retelling, until we reach a moment of peak tension, a climax. Finally, as the story ends, we begin to resolve the tension by offering conclusions, specific recommendations, and next steps.

Suppose I work at a market research firm and have conducted a study for a client, a food manufacturer, looking to adjust their trail mix recipe due to rising macadamia nut costs. I tested consumer preferences for the current mix against two alternatives. Neither alternative was favored, but I propose a third option that combines popular elements from each. My task is to communicate this to the client.

Using the narrative arc, I would begin with the context: macadamia nut prices are up, impacting profitability. I would then introduce the alternative mixes tested. The middle of the story would build tension as I revealed the taste test results and the challenge of finding a cost-effective, consumer-approved alternative. The tension would resolve when I presented my idea for a new mix. Finally, I’d conclude the story with a discussion of where to go next based on the results.

My story arc looks roughly symmetrical, with even amounts of time spent at the beginning, middle, and end of the story. However, this may not always be required or even advisable. Let’s explore some modifications to this balanced structure that might work better in different situations.

Consider the amount of background context needed

In some cases, your audience may lack background knowledge. In this case, you’ll likely want to spend more time upfront providing context to your audience.

If I found myself in this situation while presenting to my food manufacturing client, my revised story arc might include additional details in the beginning: explaining the need to balance costs and preferences; detailing the historical impact of macadamia nuts on market share; and providing information from the pricing sensitivity analysis—the market is not likely to bear a higher price point. After getting everyone up to speed with this added information, I would then introduce the taste test study and results.

Taking more time up front would be counterproductive if my audience already had all the background context. If I spend a lot of time telling them what they already know, they may get bored and stop paying attention. For a familiar and knowledgeable audience, we can often shorten the plot to bring in the more interesting aspects of the story sooner.

Consider how receptive your audience will be

In some cases, we may even want to start with higher tension, to create a sense of urgency or foreshadow our findings. But if you anticipate any sort of pushback, starting with peak tension would not be recommended because it could be contentious.

Imagine that I knew my food manufacturing client would be unlikely to agree to the untested mix I am recommending. Expecting resistance, I might extend the narrative, providing a detailed breakdown of tested ingredients and leaving the final decision open to the audience.

There are many paths—even more than what I’ve covered here—that your data story could take. Ultimately, the path you select should be tailored to your audience's needs, their knowledge level, and the action you want them to take. If the classic narrative arc doesn't fit, explore alternative structures to find the one that best conveys your message.