Storytelling In Film And Television PdfBy Vallis L. In and pdf 16.01.2021 at 09:24 6 min read
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Please note that ebooks are subject to tax and the final price may vary depending on your country of residence. Packed with colour film stills, exclusive pre-production artwork and behind-the-scenes production images, this landmark book celebrates the production designer's contribution to visual storytelling on screen. It illuminates the visual concepts behind familiar screen spaces and unpicks how and why they are so effective in conveying character and story.
Storytelling That Moves People
Forget about PowerPoint and statistics. To involve people at the deepest level, you need stories. Persuasion is the centerpiece of business activity.
But despite the critical importance of persuasion, most executives struggle to communicate, let alone inspire. Too often, they get lost in the accoutrements of companyspeak: PowerPoint slides, dry memos, and hyperbolic missives from the corporate communications department. Even the most carefully researched and considered efforts are routinely greeted with cynicism, lassitude, or outright dismissal.
Why is persuasion so difficult, and what can you do to set people on fire? An award-winning writer and director, McKee moved to California after studying for his Ph. McKee also serves as a project consultant to film and television production companies such as Disney, Pixar, and Paramount as well as major corporations, including Microsoft, which regularly send their entire creative staffs to his lectures. McKee believes that executives can engage listeners on a whole new level if they toss their PowerPoint slides and learn to tell good stories instead.
To do that, he or she must engage their emotions, and the key to their hearts is story. There are two ways to persuade people. The first is by using conventional rhetoric, which is what most executives are trained in.
But there are two problems with rhetoric. The other way to persuade people—and ultimately a much more powerful way—is by uniting an idea with an emotion. The best way to do that is by telling a compelling story. Persuading with a story is hard. Any intelligent person can sit down and make lists. It takes rationality but little creativity to design an argument using conventional rhetoric.
But it demands vivid insight and storytelling skill to present an idea that packs enough emotional power to be memorable. If you can harness imagination and the principles of a well-told story, then you get people rising to their feet amid thunderous applause instead of yawning and ignoring you. Essentially, a story expresses how and why life changes.
You expect it will go on that way. You get a new job, or the boss dies of a heart attack, or a big customer threatens to leave. All great storytellers since the dawn of time—from the ancient Greeks through Shakespeare and up to the present day—have dealt with this fundamental conflict between subjective expectation and cruel reality. Stories have been implanted in you thousands of times since your mother took you on her knee.
Cognitive psychologists describe how the human mind, in its attempt to understand and remember, assembles the bits and pieces of experience into a story, beginning with a personal desire, a life objective, and then portraying the struggle against the forces that block that desire. Stories are how we remember; we tend to forget lists and bullet points. And how do you imagine the future? As a story. You create scenarios in your head of possible future events to try to anticipate the life of your company or your own personal life.
So, if a businessperson understands that his or her own mind naturally wants to frame experience in a story, the key to moving an audience is not to resist this impulse but to embrace it by telling a good story. You emphatically do not want to tell a beginning-to-end tale describing how results meet expectations. This is boring and banal. Instead, you want to display the struggle between expectation and reality in all its nastiness.
He could tell them that Chemcorp has discovered a chemical compound that prevents heart attacks and offer up a lot of slides showing them the size of the market, the business plan, the organizational chart, and so on.
Alternatively, the CEO could turn his pitch into a story, beginning with someone close to him—say, his father—who died of a heart attack. So nature itself is the first antagonist that the CEO-as-protagonist must overcome. But now it faces a new antagonist: the FDA. The approval process is fraught with risks and dangers. The FDA turns down the first application, but new research reveals that the test performs even better than anyone had expected, so the agency approves a second application.
Meanwhile, Chemcorp is running out of money, and a key partner drops out and goes off to start his own company. Now Chemcorp is in a fight-to-the-finish patent race.
This accumulation of antagonists creates great suspense. Although businesspeople are often suspicious of stories for the reasons you suggest, the fact is that statistics are used to tell lies and damn lies, while accounting reports are often BS in a ball gown—witness Enron and WorldCom. When people ask me to help them turn their presentations into stories, I begin by asking questions.
I kind of psychoanalyze their companies, and amazing dramas pour out. But most companies and executives sweep the dirty laundry, the difficulties, the antagonists, and the struggle under the carpet.
They prefer to present a rosy—and boring—picture to the world. When you tell the story of your struggles against real antagonists, your audience sees you as an exciting, dynamic person. And I know that the storytelling method works, because after I consulted with a dozen corporations whose principals told exciting stories to Wall Street, they all got their money.
The great irony of existence is that what makes life worth living does not come from the rosy side. We would all rather be lotus-eaters, but life will not allow it.
The energy to live comes from the dark side. It comes from everything that makes us suffer. Of course. One of the principles of good storytelling is the understanding that we all live in dread. Death is the great dread; we all live in an ever shrinking shadow of time, and between now and then all kinds of bad things could happen. Most of us repress this dread. We get rid of it by inflicting it on other people through sarcasm, cheating, abuse, indifference—cruelties great and small. We all commit those little evils that relieve the pressure and make us feel better.
Institutions do the same thing: They deny the existence of the negative while inflicting their dread on other institutions or their employees. The imperative in nature is to follow the golden rule of survival: Do unto others what they do unto you. In nature, if you offer cooperation and get cooperation back, you get along.
But if you offer cooperation and get antagonism back, then you give antagonism in return—in spades. All great stories illuminate the dark side. We are all evil and good, and these sides do continual battle. Audiences appreciate the truthfulness of a storyteller who acknowledges the dark side of human beings and deals honestly with antagonistic events. The story engenders a positive but realistic energy in the people who hear it. It seems to me that the civilized human being is a skeptic—someone who believes nothing at face value.
Skepticism is another principle of the storyteller. The skeptic hunts for the truth beneath the surface of life, knowing that the real thoughts and feelings of institutions or individuals are unconscious and unexpressed.
The skeptic is always looking behind the mask. Street kids, for example, with their tattoos, piercings, chains, and leather, wear amazing masks, but the skeptic knows the mask is only a persona.
Inside anyone working that hard to look fierce is a marshmallow. Genuinely hard people make no effort. So, a story that embraces darkness produces a positive energy in listeners?
We follow people in whom we believe. Instead of communicating via spin doctors, they lead their actors and crews through the antagonism of a world in which the odds of getting the film made, distributed, and sold to millions of moviegoers are a thousand to one. They appreciate that the people who work for them love the work and live for the small triumphs that contribute to the final triumph.
CEOs, likewise, have to sit at the head of the table or in front of the microphone and navigate their companies through the storms of bad economies and tough competition.
To get people behind you, you can tell a truthful story. If you have a grand view of life, you can see it on all its complex levels and celebrate it in a story. A great CEO is someone who has come to terms with his or her own mortality and, as a result, has compassion for others. This compassion is expressed in stories.
Take the love of work, for example. Years ago, when I was in graduate school, I worked as an insurance fraud investigator. When I spoke to him, he was waiting to have a titanium plate inserted into his head.
The man had been grievously injured, but the company thought he was a fraud. In spite of that, he remained incredibly dedicated. All he wanted was to get back to work.
He knew the value of work, no matter how repetitive. He took pride in it and even in the company that had falsely accused him. How wonderful it would have been for the CEO of that car company to tell the tale of how his managers recognized the falseness of their accusation and then rewarded the employee for his dedication.
The company, in turn, would have been rewarded with redoubled effort from all the employees who heard that story. How do storytellers discover and unearth the stories that want to be told? The storyteller discovers a story by asking certain key questions. First, what does my protagonist want in order to restore balance in his or her life? Desire is the blood of a story.
Video Production Checklist Pdf
I like music that is subtle but still supports the drama and is there for a reason, and Mark did that so beautifully. In order to login you must be registered. Scroll down for exclusive acceptance speeches, unboxing videos and photos from our winners, and listen to. It was composed by Aaron Zigman, the composer of the film score. Item Number: HL.
Request PDF | Storytelling in Film and Television | Derided as simple, dismissed as inferior to film, famously characterized as a vast wasteland, television.
Storytelling in Film and Television
Forget about PowerPoint and statistics. To involve people at the deepest level, you need stories. Persuasion is the centerpiece of business activity. But despite the critical importance of persuasion, most executives struggle to communicate, let alone inspire.
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Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. DOI: This model of television storytelling is distinct for its use of narrative complexity as an alternative to the conventional episodic and serial forms that have typified most American television since its inception.
About Production Design for Screen
View or download all content the institution has subscribed to. We as the alert citizens of society have to be aware that the values we hold, the beliefs we harbour and, Nowadays, the viewers can watch the favourite TV shows on the computer monitor. For television, After applying, you may submit your material at. Students learn about film, television and new media as our primary sources of information and entertainment. Some society journals require you to create a personal profile, then activate your society account, You are adding the following journals to your email alerts. The program seeks to provide students with the foundations of moving image technical and symbolic codes, enabling students to develop their filmmaking and critiquing skills.
Улочка имела множество поворотов и тупиков, и он быстро потерял направление. Он поднял вверх голову, надеясь увидеть Гиральду, но окружившие его со всех сторон стены были так высоки, что ему не удалось увидеть ничего, кроме тоненькой полоски начинающего светлеть неба. Беккер подумал, где может быть человек в очках в тонкой металлической оправе. Ясно, что тот не собирался сдаваться. Скорее всего идет по его следу пешком. Беккер с трудом вел мотоцикл по крутым изломам улочки. Урчащий мотор шумным эхо отражался от стен, и он понимал, что это с головой выдает его в предутренней тишине квартала Санта-Крус.
Сказал, чтобы вы обязательно нам позвонили. Я прав. Сеньор Ролдан уловил некоторое замешательство на другом конце провода. - Ну, на самом деле. Все было совсем не. - Да вы не стесняйтесь, сеньор. Мы служба сопровождения, нас нечего стесняться.
Это н-не… - заикаясь, произнесла она вслух, - невероятно.