Why Internal communicators should rediscover the power of nostalgia

Donna Summer’s MacArthur Park — first a hit nearly fifty years ago — has recently returned to the charts after figure skater Alysa Liu performed to it at the 2026 Winter Olympics. Meanwhile on TikTok, the viral “What were you like in the ’90s?” trend is tapping into nostalgia for millennials and even Gen Z users, who are sharing throwback photos and rediscovering moments from another era.

Music has a remarkable way of reconnecting us with moments, people and feelings from the past. But it isn’t just music. Old photographs, familiar images and shared stories can trigger the same response, instantly transporting us back to another time.

Periods of change and uncertainty often heighten the appeal of nostalgia.

Behavioural science tells us that nostalgic memories are often associated with positive emotions, social connection and a sense of meaning. When people recall shared experiences from the past, it reinforces feelings of belonging and identity.

For organisations navigating challenging times nostalgia can be powerful.

It helps people see that the organisation has weathered difficult moments before and found ways to move forward. This isn’t about looking backwards with rose-tinted glasses. Instead, internal communicators can build a shared narrative that connects where the organisation has been with where it is going reassuring people that the organisation has people that the organisation has faced challenges before and successfully navigated them. In other words, the past can help people feel more confident about the future.

Using the past to build confidence in AI

For many employees, AI raises understandable concerns about job security, changing roles and professional identity. One way communicators can address this is by reminding people that technological change is not new. Most organisations have already navigated several major shifts from paper to digital processes, from desktop systems to mobile working, and the introduction of early intranets. Looking back at these moments helps employees see that while each change may have felt disruptive at the time, we have ultimately adapted.

Communicators can reinforce this perspective by sharing stories and examples from the organisation’s own innovation journey. This might include timelines showing key milestones in digital transformation, or reflections from colleagues who were there. These stories provide perspective and confidence, reminding people that every generation of the organisation has had to adapt to new tools and ways of working. Framed this way, AI becomes less of a sudden disruption and more the next chapter in a longer story of innovation.

Five ways internal communicators can use nostalgia more intentionally

1. Create “then and now” stories

Show how the organisation has evolved over time. This might include archive photos, early product launches or stories about how roles and technology have changed. These comparisons help people see progress and reinforce the organisation’s ability to adapt.

2. Capture employee memories

Invite colleagues to share their favourite workplace memories. This could be through a digital memory board, short video interviews. These stories often surface powerful moments that formal communications might otherwise overlook.

3. Use organisational timelines

A simple timeline showing key milestones product launches, innovations or major transformations — helps people see the organisation’s journey. It also reinforces that change is not unusual; it’s part of how organisations grow.

4. Share the voices of long-serving employees

Colleagues who have been with the organisation for many years often hold valuable institutional memory. Giving them a platform to share stories or reflections can help newer employees understand the culture and resilience of the organisation.

5. Connect past achievements to future change

Perhaps the most powerful use of nostalgia is linking past success to current transformation. Reminding people how previous challenges were navigated can provide reassurance that the organisation has the capability to adapt again.