DESCRIPTION
Reveal what’s unseen in the story and explore the multiple truths at once. Expand perception, to decrease potential confusion and reduce the risk through multidimensional thinking to turn uncertainty into a narrative advantage.
We created this method to be a storytelling and analytical framework that encourages teams to explore and tell not just the visible story but also the invisible, unspoken, or potentially true sides of a situation. We copied the same effect from Schroedinger’s famous thought experiment, where a cat in a box is both alive and dead until observed. Applied to professional storytelling, it’s used to surface blind spots, explore contradictory narratives, and intentionally hold multiple interpretations before deciding what message to emphasize.
It closes gaps in expanding the field of view: where most methods focus on what is, this one asks what might also be, creating strategic depth, empathy and robustness. By deliberately looking at “what’s not being told,” it mitigates reputational, narrative, and bias-related risks: teams see pitfalls and alternative audience perceptions before launch.
ORIGIN
Created by Manuel Kirailidis, the conceptual basis is inspired by Erwin Schrödinger’s 1935 thought experiment illustrating quantum superposition and uncertainty.
As a storytelling method, “Schroedinger’s Cat” is an applied metaphor created here within the “Storytelling Redefined” framework, adapting the philosophical principle to narrative design, perception management, and strategic communication.
USED BY
It’s particularly useful in branding, leadership communication, strategy development, and innovation storytelling, where uncertainty and complexity are constant.
Approximately needed time
- Step 1: 1 hours
- Step 2: 1 hours
- Step 3: 1.5 hours
- Step 4: 1 hours
- Step 5: 1 hours
- TOTAL: 5.5 hours
METHOD
STAKEHOLDER GOOD TO KNOW: Subject-matter experts to reveal unseen operational or contextual truths. Skeptics or “devil’s advocates” to deliberately challenge assumptions. And risk or reputation advisors to identify potential misinterpretations before public release.
STEPS
DEFINE THE BOX
Every story lives within assumptions but also unseen boundaries. Defining the “box” clarifies what’s known, what’s unknown, and what’s off-limits.
Frame the story context: what is the situation, product, message? List assumptions: what do we believe is true or certain? Ask: “What are we not questioning?” and “What might exist outside our frame?”
Example: A sustainability campaign assumes “our customers value eco-products.” The box defines that assumption; now we explore what’s outside (e.g., skepticism about greenwashing).
IDENTIFY THE CAT
Every story contains multiple possibilities, visible, hidden, potential or contradictory narratives. Surfacing them makes implicit assumptions explicit.
Map at least two versions of the story: the “official” narrative (inside the box) and the “possible” or “hidden” ones (unseen angles). Ask yourself and your team: What are audiences not told? What might critics, competitors, or users say instead? Explore positive hidden stories (unrealized strengths) and negative ones (risks or blind spots).
Example: Official story: “Our AI helps customers.”
Hidden story: “Our AI replaces human jobs.”
Third perspective: “Our AI democratizes access.”
CONTRADICTIONS AND PARALLELS
Acknowledging and exploring contradiction helps teams think in multidimensional ways and anticipate real-world perception.
Compare conflicting narratives. Identify overlaps, tensions, and co-existing truths. Use scenario thinking: if both are true, what changes? Test audience reactions: how might each version be interpreted across segments?
Example: The sustainability campaign both “helps the planet” and “increases prices.” A 360° storyteller explores both, cost vs impact, and builds credibility.
HIDDEN AND REFRAMED
Once contradictions are seen, reframing integrates them into a more mature and transparent story by building trust and authenticity.
Choose which hidden truths to reveal and how (through messaging, tone, transparency). Re-tell the story to include nuance: “Here’s what we know, here’s what we’re still learning.”
Use multidimensional narrative structure (both/and rather than either/or).
Example: “Our AI improves efficiency but we’re also retraining staff for creative roles.”, showing both sides proactively.
MITIGATE NARRATIVE RISKS
Without disciplined integration, the expanded perspective can overwhelm. The goal is to synthesize insights, decide on the lead story, and prepare risk mitigations.
Summarize all possible narratives, choose the “core truth & tension” combination that best serves strategy. Document potential misinterpretations and create pre-emptive clarifications to define communication guardrails: tone, transparency boundaries, proof points.
Example: For AI brand: choose “Human creativity amplified by AI” as main story, while preparing FAQ and messaging in case “AI replacing humans” surfaces in media.
The method trains teams in narrative uncertainty tolerance and is essential in complex or rapidly changing markets.
Psychological basis: cognitive reframing and scenario foresight reduce confirmation bias and works well in combination with Design Thinking, STARR and Transformation Map. Outcome deliverables often include a 360° story map and narrative risk brief (for leadership or PR). When applied to brand storytelling, it builds credibility by showing awareness of complexity instead of oversimplification.
PROMINENT BRANDS USING IT:
Even though the method is not yet officially framed this way and with this name, there are some companies having a multiple method approach resulting in a similar way.
Patagonia: transparent storytelling on environmental trade-offs.
Microsoft: balancing AI optimism with responsible-use discourse.
Newspapers: investigative storytelling showing multiple perspectives.
Tesla: embraces contradictory public narratives (innovation vs controversy) to maintain attention and intrigue.
ANECDOTES:
list
