This paper proposes a framework for an analysis of the use of storytelling in change management, describing the steps to follow and listing the patterns of stories that may help to manage the needed transformations. The model is applied in a case study involving the creation of a company, "Viton Equipamentos para a Indústria Vidreira" in the Wheaton Brasil Group, capturing manager narratives, classifying and analyzing them, and comparing them with the proposed model. It concludes that managers and other storytellers act as information mediators, telling stories that transmit the right information at the right time, with positive transformational effects for the organization, producing the necessary cognitive changes, transmitting values, culture and helping with the perception of reality.
Organizational learning; Knowledge management; Change management; Organizational storytelling