Services
Immersion Workshops
Weaving people development and creating the desired outcomes
At their core, our immersion workshops, focus on expanding the adaptive capacity of people and organisations
Adaptive capacities are the abilities that enable everyone to choose how they can respond to an unpredictable change in a complex and uncertain environment. Responses are nuanced and require gaining insight and broadening our perspectives. This is a combination of learning something new, unlearning, and letting go as people transform their understanding of what is required of them at this moment, and the next moment.
Our Way
Hallmarks of our developmental workshops
We only transfer the knowledge that is required.
We disrupt mindsets by nudging people to think differently about the matter at hand and their future.
We step away from overly formulaic and static processes.
People across the eco-system are encouraged to think differently about the issue at hand.
Expand participants’ awareness of how they can increase their range of action choices by examining their mindsets.
Use of frameworks that create a context for participants to actively from their interactions with others.
Our Immersion Workshops
Reshaping
Experiences
Help individuals design their own personal practical strategies.
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Reshaping Experiences is a series of modular developmental workshops that help individuals design their own personal practical strategies and sustainable ways to deal with their experiences with complexity and uncertainty. These experiences are unpacked and refolded to become a source of learning and inspiration used as fuel for integration and personal balance.
The aim of the sessions is to find skillful ways for individuals to discover their zone of an effective response to complexity and uncertainty based on their current context.
Functioning
& Generative Teams
Enable everyone to release the tensions created by competing commitments and differences in perspective.
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It is presented as a series of micro-interventions at different levels of organisational scale: individual, cross-functional team, department, and senior/executive leadership.
The mini- interventions work as a mix of developmental encounters and coaching sessions that help individuals and teams become aware of what is happening in their work systems (within themselves, people around them, processes and systems) and design their own practical “adaptive” strategies to effectively develop a way forward to achieve the desired organisational outcomes.
The aim of these sessions is to enable participants to better release the tensions created by competing commitments and differences in perspective around forwarding movement even during complexity and uncertainty.
Cross-Functional Decision Making: Understand other people’s points of view around current conditions for collaboration to accomplish the desired organisational goals.
Optimizing Ways of Working: Learn and put in practice skillful ways to work through emerging issues with your teams. Apply to the current context, nudging the system to achieve desired outcomes. Collectively make sense on the current baseline, and work through together to improve balance, make different choices & develop a highly functioning and generative team.
Defining
Outcomes
Explore ways to collaborate with others to achieve more comprehensive and impactful results.
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Every year there are two things that your organisation may need to put in motion—year-end reviews and setting goals for the next cycle.
If any of the statements below sound familiar
Despite our employees writing “smart” goals, my organisation is not achieving the results we want.
Goal setting across my organisation is inconsistent in quality and delivery.
You have not seen any stretch goals, most fall into “the safe” category—and there is no room for innovation.
We spent so much money and time doing this, and not a thing has changed.
At a time when there is so much change, I wonder why our performance goals remain static.
Our research has shown that the “initial conditions” of how we think about goal setting need to be re-examined. A more nuanced way of thinking about goals– makes a drastic difference in what guides our attention and in what we deliver. Just one tiny shift (butterfly effect) gets the whole system “thinking” in a different way.
During the workshop participants find for themselves ways to meaningfully link individual goals/outcomes with organisational strategy and move “beyond” copy and paste or recycling old ones.
Allow your team to explore ways to collaborate with others to achieve more comprehensive and impactful results.
Wayfinding
through feedback
Raise awareness of how reactions and mindsets towards feedback impact growth.
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Wayfinding is designed to provoke participant insights and raise awareness of how their reactions and mindsets towards feedback impact their growth. It also nudges participants to:
Collectively foster a culture of growth.
Actively seek feedback and use it as a wayfinding tool.
Have a more nuanced understanding of what feedback means for you.
Appreciate the growth potential of feedback and how to draw boundaries when needed.
Understand & identify your own shutdown feedback triggers that hold back their growth.
Cultivate self by managing feedback triggers.
Put conversations in motion.
The F
workshop
Encourage your team to explore what failure is and how to create a context of support.
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“Success is not final; failure is not fatal: it is the courage to continue that counts.” ― Winston S. Churchill
Failure is an emotionally charged word. We have little tolerance for it, the less we talk about it, the better. Sometimes we intertwined poor results with who we are as people. The most common response is to hide it and to seek to blame and punish others. However, there are many other ways to label and deal with results that do not match our expectations.
During the workshop, we support participants in developing a more nuanced way to look at failure and help them design a framework that fits their context. As well as on-going practice to check-in if the framework needs updating. Each participant creates her scaffold, opening a new range of choice responses. Participants are surprised to discover that in some cases, it may be appropriate to encourage and reward certain types of what we blanket label “failure.”
This developmental workshop explores what failure is and how to create a context that will support the following nudges and shifts:
Ways we think about failure – why does failure have to be always bad?
Explore failure definitions and why they matter.
Introduce new nuances;
Separation of result and causes.
New labels for different types of failures (create a more nuanced view).
Develop social psychology of failure management (Explore what this may mean).
Help leaders understand when avoiding “failing” made limit organisation growth and what to do about it.
Applied complexity
for competitive advantage
Understand how to integrate traditional forms of managing with an applied complexity lens.
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It is uncanny how organisations continue to predominantly operate and make sense of the world with ways of thinking that date back to the beginning of the last century—mostly looking at organisations as machines and heavily rely on the traditional methods of managing that include: planning, organising, commanding (leading), coordinating and controlling.
In this set of developmental sessions, we introduce a few of the best-known complexity approaches. We go beyond describing and explain how these approaches capture different ways of sense-making. We then go a little deeper into exploring what complex adaptive systems are, and how we apply this concept to our sticky issues. Slowly we build the case for how using an applied complexity lens – can give individuals and organisations a competitive advantage. You will be able to see things that others do not see, create movement when others freeze, find balance and stability in movement.
By the end of the sessions, participants understand how they can integrate traditional forms of managing with an applied complexity lens. In this way, individuals can respond more skillfully to the rapid and constant challenges of managing change, planning, strategising, and other difficulties that usually call for organisational leaders’ attention.
Minimalistic Facilitation
& Liberating Structures
Introduce complexity concepts applied to facilitation and explore what it’s possible.
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A developmental workshop that introduces complexity concepts applied to facilitation and explores what they make possible using Liberating Structures. The aim is to support the facilitator’s design and deliver their own workshops using LS.
We explore:
Foundational complexity concepts that guide this work.
Why less is more—and why novices may have more fit for purpose results.
What experienced facilitators may need to do: from unlearning to developing a parallel skill set.
What does “set” the bar too low mean, and what can you do about it?
Paradoxical realities of designing with LS.
And practice- and more practice.
Grow the adaptive capacities of your people, and nudge your system to change in sustainable ways
If you are not sure which development program is most suited to your organisation feel free to contact us.
Other Ways We May Support You
Strategic Adaptive Planning
Improve the health and effectiveness of your organisation with a workforce that keeps thriving.
Shades of Change
Not all change is the same. Develop your individual and organisational adaptive capacity to manage change in a more nuanced way.