After an initial engagement with the leadership group, it was clear the challenge and goals were ill-defined, with no clear way to measure change and a general lack of alignment on the north star of the transformation. Their teams saw the benefits of the change for the organisation but the change had not been aligned with the benefit of the individual.
We proposed a different approach to ‘creating a culture of innovation’ that takes an experience-based approach to build competency and confidence quickly. Experiential learning is learning new skills, knowledge, attitudes and behaviours through active reflection after the experience itself. People co-design the engagement and see results throughout via feedback mechanisms. It is a widely used learning approach that emphasises learning by doing, reflection, and active experimentation by individuals learners and groups.
We designed and ran this engagement with three teams within a larger department. This allowed us to test two methods and compare them to a ‘control group within the same department. Working from assessment through ongoing coaching of the champions, we supported the teams in implementing the critical behaviours, processes and frameworks that we identified were the most effective to achieve their goals.