Every workplace has stories that quietly guide decisions, shape relationships, and set boundaries—often without anyone noticing. These stories, or “inherited narratives,” can feel like an invisible script. Sometimes they help teams stay connected. Other times, they hold organizations back. We believe that updating these narratives is not just possible—it's essential for growth.
Understanding inherited narratives in the workplace
What do we mean by “inherited narratives”? They're the beliefs, patterns, and emotional habits we absorb from family stories, past jobs, leaders, and even wider culture. They influence how we handle conflict, authority, recognition, or mistakes. For example, maybe we stick to the idea that “leaders always know best,” or that “conflict is dangerous.” Sometimes, these ideas served another generation well but feel outdated or limiting now.
Most of us bring them from childhood to our careers. Some are whispered at onboarding. Some are never spoken at all. Yet, they still shape the way things work.
Recognizing outdated narratives
Spotting these stories is the first step. We have noticed these warning signs:
- Recurring problems that don’t improve even after process changes
- Emotional reactions that seem larger than the situation warrants
- Resistance to change based on “how it’s always been”
- Stories told about “the kind of people who succeed/fail here”
- Avoiding certain conversations or topics as if they’re dangerous
One practical method is to listen for what is repeated in meetings. Or to notice what topics are avoided. The stories we don't challenge often become invisible walls.
Why update inherited narratives?
Inherited narratives can give a sense of safety and belonging. But over time, they might become restrictive. Cultures change, industries change, and people’s needs change. Unchallenged narratives can lead to misunderstanding, reinforce bias, and block innovation.
For those ready to step into new possibilities, updating these stories is a way to break the cycle of repetition. By making them visible, we start to choose consciously—rather than stay on autopilot.
Steps to update inherited narratives at work
Updating collective stories is a shared effort. Here’s how we approach it:
1. Bring narratives to the surface
Start with curiosity. We often ask: “What are the stories we tell ourselves about our workplace?” Invite open sharing. Sometimes, we map narratives on a whiteboard, or gather stories in group discussions. This helps everyone see the patterns more clearly.
2. Distinguish fact from interpretation
Next, we sort what actually happened from the meaning assigned to it. For example, an organizational restructure might lead to the story, “Management doesn’t care.” Is this fact or interpretation? This step invites reflection and pauses the cycle of reactivity.
3. Explore the emotional layer
“Old” work stories often protect an emotional need—such as safety, status, or recognition. We look for where emotions show up. Sometimes, a strong reaction points to a deeper loyalty to an old pattern. Naming emotions gives people space to choose responses, not just reactions.
4. Invite alternative narratives
Once a narrative is made visible, brainstorm new ones together. Instead of “Mistakes are shameful,” what about “Mistakes help us learn”? Shift what is said out loud. Experiment with language in emails, meetings, and performance feedback.
Start small. One reworded story can open new doors for an entire team.
5. Create visible practices to support change
Sustaining new shared stories means inviting them into daily rituals and team agreements. We have seen teams:
- Begin meetings by sharing recent lessons learned, not just successes
- Develop ground rules that normalize open feedback
- Reflect monthly on which narratives served and which felt limiting
- Offer anonymous channels to surface persistent concerns
The key is consistency, not grand gestures. With time, new narratives build their own roots.
The impact: what changes when we update narratives?
When people co-create new stories, we notice shift in several layers:
- Trust grows—as what was unspoken becomes discussable.
- Innovation feels safer—because experimenting is part of the new story.
- Leaders act with more context—not just from habit, but from choice.
- The blame game softens—because history is named, and new options appear.
- Hidden conflicts become shared learning opportunities.
We have seen workplaces become healthier, lighter, and more adaptive. Small shifts ripple outwards. Emotional health improves when people feel these boundaries changing.
Common blocks and how to address them
In our experience, every attempt to update narratives comes with its own hurdles. Some people fear “rocking the boat”—others may have benefited from old stories. Here’s how we address the common obstacles:
- “This is just the way we are” thinking: Invite stories from outside the team to challenge the idea that only one way exists.
- Blame or shame: Focus on collective responsibility rather than individual guilt. The aim is not to point fingers but to open doors.
- Mistrust about motives: Build transparency by explaining why these conversations are happening and what could come from them.
- Lack of time: Integrate narrative reflection into existing team meetings, rather than adding extra sessions.
It’s helpful to remember that updating narratives is ongoing. There’s no single conversation that “fixes” everything.
Maintaining progress over time
How do we keep the new stories alive? In our view, three habits matter most:
- Regular reflection—sharing what's changed and what hasn't
- Welcoming new members into shared stories, not just processes
- Treating narratives as works in progress, open to feedback and fresh experiences
Resources and stories can be found in spaces focused on systemic awareness, and team reflections can also be supported by insights from leadership practices.
Building a culture of conscious change
We have learned that updating inherited narratives is not about blaming the past, but honoring it while choosing what moves teams forward. This is possible when leaders foster environments where stories can be spoken, emotions respected, and collective learning welcomed.
For those wanting to deepen this journey, further thoughts on meaning and action can be explored in philosophy-oriented reflections. Our team constantly reflects on these collective journeys, knowing that each update to our shared stories shapes outcomes for everyone connected.
When we change the story, we change the outcome.
Conclusion
Updating inherited narratives at work is an ongoing, collective process. Stories passed down or absorbed often help, but can also hold us back. When we choose to notice, name, and reshape these workplace stories, both teams and organizations open new pathways for learning, connection, and positive change. By supporting each other, being honest and consistent, and welcoming reflection, we can co-create healthier workplaces—where new narratives spark better futures for everyone.
Frequently asked questions
What is an inherited narrative at work?
An inherited narrative at work is a set of beliefs, assumptions, or emotional patterns absorbed by individuals or teams from their upbringing, past workplaces, or company culture. These stories influence how people respond to challenges, handle leadership, and connect within the organization.
How to identify outdated workplace narratives?
To spot outdated workplace narratives, we recommend watching for recurring problems despite process changes, emotional overreactions to certain events, or repeated sayings like “this is just the way things are.” Noticing resistance to change or silence around touchy subjects can also be strong hints.
Why update inherited narratives at work?
Updating inherited narratives is key because unchanged stories can limit growth, block innovation, and reinforce old biases. As teams and cultures evolve, so should their guiding beliefs—refreshing these scripts creates better opportunities for learning and collaboration.
What are steps to change workplace narratives?
The recommended steps are: first, bring narratives into the open through group conversations or mapping. Next, sort fact from interpretation and notice emotional reactions. Then, develop and test new narratives together, and finally, make these changes part of everyday routines, such as regular feedback or team rituals.
Is it worth it to challenge old narratives?
Yes, it is worth challenging old narratives, as doing so opens new possibilities for individuals and organizations alike. Updating these stories can create safer, more connected, and more adaptive teams—improving how people work and grow together.
