Glossary
Narrative Tracking for Reputation Teams
Narrative tracking is the discipline of monitoring the story being constructed around an entity in coverage — the implicit argument the reporting is building, the protagonists being assembled, and the frame through which any new fact will be read. It is distinct from sentiment (which evaluates tone) and volume (which counts mentions). In practice, narrative tracking decomposes into three signals: frame change, source escalation, and arc phase.
Narrative tracking
Narrative tracking is the practice of watching what kind of story is forming around an entity, rather than how loud it is. The distinction matters more than it sounds. Volume and sentiment evaluate the surface of the coverage. Narrative tracking evaluates its architecture — the implicit question being asked, the cast of protagonists being assembled, and the frame through which any new fact will be read.
It shows up in real comms practice as three concrete signals that I track separately: frame change (the question the coverage is answering), source escalation (the path the story is climbing), and arc phase (the lifecycle stage of the story itself). Each moves on its own clock. Each requires different inputs to detect. None of them is a sentiment score. The full framework — and why most monitoring stacks are blind to it — is the subject of the missing layer in reputation monitoring.
A concrete example helps. When Boeing 737 MAX coverage shifted from "what went wrong on this flight" to "why was this system designed this way," that was a narrative shift — the grammatical subject moved from the event to the institution. Narrative tracking is the discipline that would have caught that shift before the framing solidified and before the volume curve caught up. By the time volume spiked, the frame was already set.
A clarification worth keeping in mind: narrative tracking is not a better dashboard. It is a different question. "How loud is this?" and "What story is forming?" produce different inputs, different outputs, and different decisions. Treating one as a substitute for the other is how teams lose weeks they cannot get back.
Key insight