Storytelling is a powerful tool when addressing problems, especially in team dynamics and workplace challenges. Instead of pointing fingers or making someone feel personally attacked, a well-crafted story shifts the focus from individuals to the real issue at hand. It creates a safe space for discussion, allowing people to dissect the problem without the emotional weight of direct confrontation. Stories make complex situations easier to understand, engage listeners, and encourage reflection. By using analogies and narratives, we can highlight the impact of certain behaviors, foster empathy, and drive meaningful change — without making the conversation feel hostile or personal. So here is what my team is going through in a fun way :)
There is this famous dentist, Dr. GoodWill, who is well-known for his work. But the challenge is, he is lazy, mostly late for appointments, or redirects his work to his assistant, Mr. BadWill. This assistant is horrible — he barely knows how to do his job. No one knows how he even passed the first year of dental school. The worst assistant dentist.
Our patient, Mr. Ranger, visits this so-called well-known dentist, Dr. GoodWill, for a root canal treatment. As usual, Dr. GoodWill never shows up on time — he’s having a nice cup of coffee with his colleagues and sends his assistant, Mr. BadWill, to do the root canal.
To start with, Mr. BadWill reads the X-ray wrong and, instead of removing the infected tooth, he pulls out a perfectly healthy one. The way he administers the anaesthesia leaves Mr. Ranger with a twitching eye. The pain is unbearable, and the stitching — don’t even ask. A cobbler would have done a better job. Mr. Ranger is in agony, howling in pain, when Dr. GoodWill finally enters the room. Realizing what went wrong, he quickly and skill fully fixes the right tooth.
But by now, Mr. Ranger is beyond furious. He storms out, curses the whole clinic, and leaves a scathing review.
Dr. GoodWill, instead of reflecting on what went wrong, is mad at the patient for ruining his reputation. He demands that Mr. Ranger return, inviting a panel of dentists to verify his work. Mr. Ranger is asked to show the tooth that Dr. GoodWill fixed, which he does — but he is not allowed to share the full story. The unnecessary pain he endured, the twitching eye that bothered him for days, and the botched stitches he has to live with for the rest of his life — none of it can be mentioned. He is simply asked to leave. The panel, seeing only the final result, cancels his negative review.
This is an analogy for a current situation I’m facing in the team. There is a talented team member, but he comes with two sets of attitudes — one good, one terrible. He usually starts with the worst attitude (the assistant). After a lot of pushback and escalation, that’s when he switches to the right attitude (Dr. GoodWill) and finishes the work.
The “patient” in this story is anyone who has to work closely with him — the PO, the SM, or a fellow team member. But when we try to question him, he showcases his finished work, and no one else, apart from the “patient,” understands the pain they had to go through to get it done. By that time, the patient is no longer interested in the final result — they’re still recovering from the impact of his bad attitude (Mr. BadWill).
Others don’t understand why we keep questioning him when his work appears flawless — because they only see the tooth he fixed, not the mess he created before getting it right.
Moral/Learning:A job well done does not erase the struggles caused along the way. True excellence is not just about delivering results but also about the process and the impact on those involved.
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