The Power of Collective Narrative: Lessons from the Hijacked Flight 93

When we think about 9/11, we remember the tragic events that unfolded:

Two planes crashing into the Twin Towers, and another into the Pentagon.

However, the story of the fourth and final flight, United Airlines Flight 93, moves me to a point of disbelief and awe each time I think of it. It is a profound example of leadership, collective courage, and the high potential of human heroism in the face of change and adversity.

Alerted to the previous attacks, the passengers realized that Flight 93's target was either the United States Capitol or the White House.

Despite knowing that they might not survive, the passengers decided to revolt and prevent the hijackers from achieving their horrific goal. In doing so, they demonstrated extraordinary leadership and selflessness, sacrificing their lives to save countless others and protect critical institutions.

They fought for control, forcing the hijackers to nosedive the plane into a Stonycreek Township field, near Shanksville, at 10:03 a.m.

The 9/11 Commission Report concluded that "the hijackers remained at the controls but must have judged that the passengers were only seconds from overcoming them."

Such moments where individuals rise to lead and act decisively in the face of tremendous change, are etched into history.

We saw this again, in action, during 26/11.

Among stories of profound courage by members of the Mumbai police force and the public at large, we see a similar call to extraordinary courage and collective action taken by employees of the Taj Hotel in Mumbai that successfully saved the lives of many of their guests.

These acts of courage remind us of the power of leadership and collective action when faced with moments of crisis and change.

How did a group of strangers unite?

What made them take courageous collective action in the face of such grave and mortal danger?

Nearly two decades later, Quinn & Worline analyzed data from Flight 93.

Their study revealed the three narratives (coupled with the right resources) that inspire people to take courageous collective action. They need —

1. a personal narrative that helps them understand who they are beyond the immediate situation and helps them manage the intense emotions that accompany duress,
2. a narrative that explains the duress that has been imposed upon them sufficiently to make moral and practical judgments about how to act, and
3. a narrative of collective action.

The ability to shape these narratives is a hallmark of effective leadership, enabling people to rally together and unlock their potential to create meaningful change in critical situations.

Collective Narrative and Heroism in the Corporate World

Collective narrative has the power to inspire transformational leadership and drive extraordinary actions, even in organizational settings.

I have often wondered —

What if this can be harnessed in organizational contexts?

Could the crises of layoffs, business closures, and organizational failures—which have a catastrophic impact on the lives of people—be thwarted or minimized if we were to harness the capacity of human beings to shape a narrative that is bigger than themselves and the power of collective courage?

In times of organizational change, leaders who foster a shared narrative and collective action can transform adversity into opportunity, unlocking the high potential of their teams and driving resilience.

What do you think?

Wishing you invincibility,

Shweta.