Brené Brown Details ‘Story Rumble’ System for Navigating Organizational Failure

In a recent LinkedIn post, Brené Brown discusses a powerful organizational system designed to navigate failure and setbacks: the “story rumble.” Brown, a renowned researcher and author on courage, vulnerability, shame, and empathy, shared how her organization implements this structured process to foster learning and connection after difficult events.

According to Brown, the story rumble is a deliberately uncomfortable but essential practice. “Like it or not, within 24–48 hours of a failure, setback, or disappointment, everyone who touched it is in a room together talking about what happened,” she explained on LinkedIn. “No one looks forward to it. But we’ve built enough muscle to trust that we’ll come out of it smarter, more honest, and more connected.” This proactive approach, she emphasizes, is not optional but a systemic commitment.

The Necessity of Structured Post-Mortems

Brown highlights that the story rumble is designed to be uncomfortable, which is precisely why it functions as a system rather than an ad-hoc activity. “And we know it’s going to be uncomfortable. That’s exactly why it’s a system—not something we opt into based on how we feel,” she wrote. This structured approach aims to move beyond the initial anxiety and emotional responses that often accompany failure.

The post outlines the typical, often challenging, questions that arise in the aftermath of a setback, such as “What the hell happened?” and “How were we so off track?” Brown shared a particularly candid colleague’s question that encapsulates the raw emotion involved:

“When, exactly, did this shit break bad?”

This quote underscores the direct and sometimes blunt nature of the conversations that the story rumble facilitates.

Four Intentions for a ‘Story Rumble’

To guide these difficult conversations, Brown’s organization has established four core intentions for their story rumbles. These intentions are designed to ensure the process is productive and focused on learning rather than blame.

The first intention is personal accountability for emotional contribution: “Everyone is 100% responsible for the energy they bring into the room.” Secondly, individuals are encouraged to self-identify when they are “going below the line” – a concept referring to a state of blame or shame. As Brown notes, “It’s human—we expect it. But we name it so the group can reset.”

The third intention shifts the focus from individual fault to systemic issues: “We’re not looking for bad people. We’re looking for bad systems.” This crucial distinction helps to depersonalize failure and identify the underlying processes or structures that contributed to the setback. Brown argues that this focus is essential for genuine improvement.

Finally, the process begins with surfacing the narratives individuals tell themselves about the event. Brown explains, “We start by surfacing the stories we’re telling ourselves about what happened. Left unspoken, those stories tend to harden into fiction—usually rooted in unsubstantiated self-blame or blame of others. Either way, fiction doesn’t help us learn.” By bringing these internal stories to light, the team can work towards a shared, fact-based understanding.

The Goal: Clarity Over Comfort

Ultimately, Brené Brown’s ‘story rumble’ system prioritizes clarity and learning above all else. “The goal isn’t comfort. The goal is clarity,” she states. She concludes by linking this practice to leadership: “Brave systems are built by leaders with humility. Leaders who understand that courage is a discipline that requires consistent practice.” This perspective frames the story rumble not just as a troubleshooting mechanism, but as a fundamental practice for cultivating organizational courage and resilience.