hum-narrative

asgard-ai-platform ｜ 寫作與文件 ｜ 原文 ｜ MIT

用故事弧線和張力寫品牌故事、簡報和變革溝通

---
name: "hum-narrative"
description: "把敘事結構與說故事的技巧，用在品牌、商業與溝通情境。當使用者需要打造引人入勝的故事、建立品牌敘事、圍繞故事弧線來組織簡報，或用說故事的方式傳達資料或策略時使用，即使他們說的是「把故事說得更好」「讓這份簡報更吸引人」「我們該怎麼建立品牌故事」也適用。"
metadata:
  category: "WP-19 文學院/人文"
  tags: ["humanities", "narrative", "storytelling", "brand"]
---

# 敘事與說故事

## 概述

故事是人類最自然的溝通形式。敘事結構讓資訊有情感上的份量、好記、有意義。這個 skill 把說故事的原則套用到商業情境：品牌故事、簡報、提案與變革溝通。

## 框架

```
鐵律：每個故事都需要張力

沒有衝突或張力的敘事，是報告，不是故事。張力可以是
待解決的問題、現況與理想狀態之間的落差，或是要克服的障礙。
沒有張力，觀眾就沒有理由繼續聽下去。
```

### 故事弧線（通用結構）

1. **鋪陳**（現狀）：建立世界、角色與正常狀態
2. **觸發**（引爆事件）：有什麼打破了現狀，可能是問題、機會或發現
3. **上升動作**（掙扎）：嘗試處理這個破壞，遇到障礙
4. **高潮**（轉折點）：決定性的時刻，可能是突破、決定或揭露
5. **結局**：新的局面，什麼改變了、學到了什麼

### 品牌故事框架

| 要素 | 問題 | 範例 |
|---------|---------|---------|
| **創立神話** | 這家公司為什麼存在？ | 「我們創立的原因，是因為我們找不到 X……」 |
| **敵人** | 你在對抗什麼不對的事？ | 「這個產業把客戶當成數字」 |
| **任務** | 你想達成什麼？ | 「我們的使命是讓每個人都能取得 X」 |
| **價值觀** | 什麼原則在指引你？ | 「我們相信透明、簡單，以及……」 |
| **轉變** | 你創造了什麼改變？ | 「我們的客戶從為 X 所苦，變成在 Y 上蓬勃發展」 |

### 商業情境中的說故事

**簡報**：用一個故事開場（Pathos），再轉到資料（Logos）。「讓我跟你們說說一位客戶……」→「而她並不孤單，這是資料。」

**募資簡報（Pitch deck）**：問題（張力）→ 解決方案（你的產品）→ 成果（證明故事正在奏效）→ 願景（故事怎麼收尾）

**變革溝通**：現狀（熟悉的）→ 為什麼需要改變（張力）→ 未來狀態的願景（結局）→ 我們怎麼到那裡（計畫）

**資料說故事**：不要只秀圖表。要加上框架：「我們原本預期 X 會發生。結果發生的是 Y。原因是這樣，意義是這樣。」

## 輸出格式

```markdown
# 敘事設計：{情境}

## 故事弧線
1. **鋪陳**：{現狀}
2. **觸發**：{什麼打破了它}
3. **掙扎**：{面對的挑戰}
4. **高潮**：{轉折點}
5. **結局**：{新的狀態}

## 關鍵要素
- 張力：{核心衝突}
- 角色：{觀眾認同的對象}
- 賭注：{如果張力沒被化解會怎樣}
- 轉變：{什麼改變了}

## 應用
{如何把這個敘事融入具體的溝通情境}
```

## 範例

### 正確的應用
**情境：** 一家台灣永續包裝新創的品牌故事
- **鋪陳**：「台灣每年產生 840 萬公噸的廢棄物。大多數包裝只用一次就丟掉。」
- **觸發**：「我們的創辦人在包裝工廠工作，每週都看著一卡車一卡車的塑膠膜直接送進掩埋場。」
- **掙扎**：「我們花了 2 年、失敗了 47 個原型，想做出跟塑膠一樣耐用的甘蔗基包裝。」
- **高潮**：「第 48 號原型成功了。一樣耐用，90 天內可完全堆肥。」
- **結局**：「現在台灣有 200 多個食品品牌使用我們的包裝。我們已經讓 500 公噸的廢棄物不必進掩埋場。」
- **張力清楚，角色讓人有共鳴，賭注是具體的** ✓

### 不正確的應用
- 「我們公司成立於 2019 年。我們賣永續包裝。我們的營收是新台幣 5,000 萬元。」 → 只有事實，沒有敘事結構。沒有張力、沒有角色、沒有弧線。這是報告，不是故事。違反鐵律。

## 常見陷阱

- **客戶才是英雄，不是你：** 在品牌說故事中，客戶應該是主角，在你的幫助下克服挑戰。你的品牌是嚮導（導師），不是英雄。
- **真實 > 戲劇性：** 誇大的故事一旦被發現就會反噬。用真實的故事、真實的資料、真實的人。
- **各文化的敘事規範不同：** 西方的敘事偏好個人英雄與線性弧線。東亞的敘事可能更強調集體努力與循環模式。要配合文化脈絡。
- **不要把所有東西都硬塞進故事裡：** 有些資訊用事實、表格或清單來傳達比較好。把敘事用在情感框架上，不是每個資料點。
- **故事長度必須配合情境：** 電梯簡報 = 30 秒的故事。主題演講 = 15 分鐘的故事。年報 = 多章節的故事。依格式調整細節。

## 參考資料

- 英雄旅程（Campbell/Vogler）結構，見 `references/heros-journey.md`

---
name: "hum-narrative"
description: "Apply narrative structure and storytelling techniques for brand, business, and communication contexts. Use this skill when the user needs to craft a compelling story, build a brand narrative, structure a presentation around a story arc, or use storytelling to communicate data or strategy — even if they say 'tell a better story', 'make this presentation more engaging', or 'how do we build our brand story'."
metadata:
  category: "WP-19 文學院/人文"
  tags: ["humanities", "narrative", "storytelling", "brand"]
---

# Narrative & Storytelling

## Overview

Stories are the most natural human communication format. Narrative structure gives information emotional weight, memorability, and meaning. This skill applies storytelling principles to business contexts: brand stories, presentations, pitches, and change communication.

## Framework

```
IRON LAW: Every Story Needs Tension

A narrative without conflict or tension is a report, not a story. The tension
can be a problem to solve, a gap between current and desired state, or an
obstacle to overcome. Without tension, there's no reason for the audience
to keep listening.
```

### Story Arc (Universal Structure)

1. **Setup** (Status Quo): Establish the world, the character, and the normal state
2. **Trigger** (Inciting Incident): Something disrupts the status quo — a problem, opportunity, or discovery
3. **Rising Action** (Struggle): Attempts to address the disruption, obstacles encountered
4. **Climax** (Turning Point): The decisive moment — breakthrough, decision, or revelation
5. **Resolution**: The new state of affairs — what changed, what was learned

### Brand Story Framework

| Element | Question | Example |
|---------|---------|---------|
| **Founding myth** | Why does this company exist? | "We started because we couldn't find X..." |
| **Enemy** | What wrong are you fighting? | "The industry treats customers like numbers" |
| **Quest** | What are you trying to achieve? | "We're on a mission to make X accessible to everyone" |
| **Values** | What principles guide you? | "We believe in transparency, simplicity, and..." |
| **Transformation** | What change do you create? | "Our customers go from struggling with X to thriving at Y" |

### Storytelling in Business Contexts

**Presentations**: Open with a story (Pathos), then transition to data (Logos). "Let me tell you about one customer..." → "And she's not alone — here's the data."

**Pitch decks**: Problem (tension) → Solution (your product) → Traction (proof the story is working) → Vision (how the story ends)

**Change communication**: Current state (familiar) → Why change is needed (tension) → Vision of future state (resolution) → How we get there (plan)

**Data storytelling**: Don't just show charts. Frame them: "We expected X to happen. Instead, Y happened. Here's why, and here's what it means."

## Output Format

```markdown
# Narrative Design: {Context}

## Story Arc
1. **Setup**: {status quo}
2. **Trigger**: {what disrupted it}
3. **Struggle**: {challenges faced}
4. **Climax**: {turning point}
5. **Resolution**: {new state}

## Key Elements
- Tension: {the core conflict}
- Character: {who the audience identifies with}
- Stakes: {what happens if the tension isn't resolved}
- Transformation: {what changes}

## Application
{How to integrate this narrative into the specific communication context}
```

## Examples

### Correct Application
**Scenario:** Brand story for a Taiwanese sustainable packaging startup
- **Setup**: "Taiwan produces 8.4 million tonnes of waste per year. Most packaging is used once and discarded."
- **Trigger**: "Our founder worked at a packaging factory and watched truckloads of plastic wrap go straight to landfill every week."
- **Struggle**: "We spent 2 years and 47 failed prototypes trying to make sugarcane-based packaging that was as durable as plastic."
- **Climax**: "Prototype #48 worked. Same durability, fully compostable in 90 days."
- **Resolution**: "Now 200+ food brands in Taiwan use our packaging. We've diverted 500 tonnes from landfills."
- **Tension is clear, character is relatable, stakes are tangible** ✓

### Incorrect Application
- "Our company was founded in 2019. We sell sustainable packaging. Our revenue is NT$50M." → Facts without narrative structure. No tension, no character, no arc. This is a report, not a story. Violates Iron Law.

## Gotchas

- **The customer is the hero, not you**: In brand storytelling, the customer should be the protagonist who overcomes challenges with your help. Your brand is the guide (mentor), not the hero.
- **Authenticity > drama**: Exaggerated stories backfire when discovered. Use real stories, real data, real people.
- **Cultural narrative norms differ**: Western narratives favor individual heroes and linear arcs. East Asian narratives may emphasize collective effort and cyclical patterns. Match the cultural context.
- **Don't force everything into a story**: Some information is better delivered as facts, tables, or lists. Use narrative for the emotional frame, not for every data point.
- **Story length must match context**: Elevator pitch = 30-second story. Keynote = 15-minute story. Annual report = multi-chapter story. Adjust detail to the format.

## References

- For the Hero's Journey (Campbell/Vogler) structure, see `references/heros-journey.md`