Knowledge
What we essentially do is help companies evolve their ability to learn. On the level of the organization as well as on the individual level.
Learning to learn is always a hot topic for us. Why? Because "the way we learn is the way we live" (David Kolb), and "the way one does something is the way they do everything" (Cameron Shayne).
Our contribution to the science of organisational learning is the concept of Discovery-based learning. A discovery is the pinnacle moment we strive for in designing both our products and our events. A discovery is something the participants arrive at. It's not created and in itself does not require innovative or creative thinking.
The thinking part is required at the stages of strategy, planning and execution (the learning path that we design), but the discovery is naturally recognised once uncovered. A great and widely known example is Columbus' discovery of the Americas. Columbus didn't create America (if we just stick to the moment of discovery and not engage in thinking about the increasingly infamous societal consequences).
A discovery is a learning moment that transforms everybody involved, whereas the organisation is the main beneficiary.
A learning group (could be middle managers, team leaders or talents) arriving at a discovery becomes bound by the achievement, connected in a capacity that goes beyond typical team buildings' activities.
A radical discovery results in a profound change. Examples of such a change have been:
In our experience, breakthrough learning happens by learning together.
But how do we plan for a discovery? Our modus operandi is the framework of experiential learning cycle (Kolb). Using the cycle, we create a meaningful experience that is shared by the group of participants. Often this experiential input comes in the form of a business learning game, set in a non-business context.
The experience is then reflected upon, both individually, in groups, and in the entire group. The reflection is followed by conceptualisation where we expose the underlying concept contained within the experience. The next step is action oriented: how do we use the experience and the concepts to change, improve, challenge our existing ways?
The final step is praxis where participants deliberately experiment with new knowledge (concepts, tools, techniques) in their workplace and thus bring new knowledge to life and upgrade their skill-set.
In a single workshop we are able to complete one full cycle. In a weekend-long team building we can achieve several. In a project that spans over the course of one year, we can:
Learning to learn is always a hot topic for us. Why? Because "the way we learn is the way we live" (David Kolb), and "the way one does something is the way they do everything" (Cameron Shayne).
Our contribution to the science of organisational learning is the concept of Discovery-based learning. A discovery is the pinnacle moment we strive for in designing both our products and our events. A discovery is something the participants arrive at. It's not created and in itself does not require innovative or creative thinking.
The thinking part is required at the stages of strategy, planning and execution (the learning path that we design), but the discovery is naturally recognised once uncovered. A great and widely known example is Columbus' discovery of the Americas. Columbus didn't create America (if we just stick to the moment of discovery and not engage in thinking about the increasingly infamous societal consequences).
A discovery is a learning moment that transforms everybody involved, whereas the organisation is the main beneficiary.
A learning group (could be middle managers, team leaders or talents) arriving at a discovery becomes bound by the achievement, connected in a capacity that goes beyond typical team buildings' activities.
A radical discovery results in a profound change. Examples of such a change have been:
- how one sees oneself (self-image)
- understanding and trust between team members
- a shift in leadership style
- a crucial new stratagem
- pivoting the existing (digital) strategy
- removal of constraining convictions (and a boost in sales performance)
- a unification in the management board, etc.
In our experience, breakthrough learning happens by learning together.
But how do we plan for a discovery? Our modus operandi is the framework of experiential learning cycle (Kolb). Using the cycle, we create a meaningful experience that is shared by the group of participants. Often this experiential input comes in the form of a business learning game, set in a non-business context.
The experience is then reflected upon, both individually, in groups, and in the entire group. The reflection is followed by conceptualisation where we expose the underlying concept contained within the experience. The next step is action oriented: how do we use the experience and the concepts to change, improve, challenge our existing ways?
The final step is praxis where participants deliberately experiment with new knowledge (concepts, tools, techniques) in their workplace and thus bring new knowledge to life and upgrade their skill-set.
In a single workshop we are able to complete one full cycle. In a weekend-long team building we can achieve several. In a project that spans over the course of one year, we can:
- make the discovery,
- transform attitudes,
- develop skills,
- build new habits,
- improve business processes,
- redesign workflows, and
- get business results measured in numbers.
Read more on [experiential learning] and [game-based learning]
