Work package 3

Empower employees to lead the change

“Design thinking is great on paper, but it doesn’t work in our organisation.”

“Too often, when we start a new initiative, we aren’t able to drive it home.”

“We struggle with putting great ideas into action after workshops or training sessions.”

Do the challenges from these quotes sound familiar? This offering is designed to help you. This offering builds on the previous work package but can also be delivered independently depending on your needs.

This package ensures your organisation's employees not only initiate change but also embed it sustainably across the organisation.

Outline

Framing challenges coaching

Real change happens in daily practice outside the confined workshop space. To ensure that the design thinking practices and developed solution ideas align with employees' day-to-day realities, we leverage organisational psychology principles ▾. Organisational psychology is the science of how people behave, think, and feel at work. By applying its principles to real-world contexts, we uncover hidden barriers such as deeply ingrained norms or imbalanced power dynamics that can undermine even the best ideas. Through the coaching, your organisation's employees learn to adopt new habits, challenge outdated assumptions, and co-create supportive environments. Ultimately, supporting organisational psychology paves the way for an innovative and collaborative working culture. In a joint 2-hour kick-off, all participants develop interview plans in small teams to gather rich insights from other employees. The teams conduct interviews, frame challenges, and receive coaching to review the challenges and plan an effective ideation session. The emphasis is on supporting people in your organisation to engage other organisational stakeholders and share design capabilities to contribute to a more open and innovative work environment through action.

Ideating solutions coaching

After teams have facilitated idea generation sessions and developed solution directions, each team receives coaching to develop prototyping and testing plans. This way, participants can meaningfully involve other stakeholders and generate rich insights and lessons for the next design iteration. Once all have completed their testing, the teams will share their experiences in a joint two-hour closing session. The closing session fosters shared learning and collective progress ensuring all employees leave with actionable next steps, again leveraging organisational psychology principles ▾. Organisational psychology examines how social structures and norms shape collective outcomes. This joint reflection helps unveil factors such as collaboration hurdles and communication patterns that influence which actions result in meaningful improvements. By recognising potential friction points, employees in your organisation can adopt strategies that drive real change in everyday workplace dynamics.

One-on-one debriefs

Each participant receives one one-on-one debrief after the first coaching session, and one after the joint closing. The focus is on professional development, reflecting on cognitive biases that hinder and support people in your organisation to collaborate creatively and contribute to an open and innovative work environment by engaging with other stakeholders ▾. By reflecting on how other employees communicate, prioritise, and respond to shifts, participants uncover overlooked dynamics that can hinder or accelerate change. This awareness guides them to create inclusive strategies that incorporate diverse perspectives and address potential misalignments before they become obstacles. As a result, the debriefs not only reinforce personal insights, but also equip employees to involve colleagues in a more transparent, collaborative manner, ensuring that lessons learned are shared across the organisation.

Leading for change workshop

Participants receive insights from the one-on-one debriefs and coaching sessions to reflect on individual successes and setbacks. Additionally, they discuss the identified organisational challenges and opportunities. In a safe environment, employees examine the various leadership roles they can take on to assist their peers in the organisation's transformation towards a more open and innovative workplace culture. Overall, your organisation's employees drive change throughout the organisation through developed confidence and leadership skills ▾. Leadership behaviours, workplace culture, and power structures intersect and enable or hinder change efforts. By understanding these factors, employees can adapt their leadership style and messaging to resonate with different employee groups. Rather than dictating or directing, employees learn to create conditions where other employees feel engaged, supported, and motivated to innovate. The result is a leadership approach that leaves a lasting, positive mark.

Impact

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Shifted perspectives and approaches

Employees have broadened their perspectives, embracing creativity-inducing behaviours and practising them in their day-to-day work.

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Change leadership capabilities

Employees are confident and equipped with practical tools to engage and empower others to drive innovation.

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Personal leading change action plans

Employees leave with personal action plans that describe their unique capabilities to lead change, cultivating a more open and innovative working culture for all in your organisation.

Price

2

joint sessions to open and close the design iteration

20

one-hour coaching sessions (2 per team)

60

one-on-one debriefs of ~20 minutes each

30

debrief summaries

1

workshop summary report describing creations of each workshop (problem exploration, solution exploration, and organisational change plans)

all

program materials (slides, templates, etc.) free to use

+

15k EUR

indication for 30 participants
500EUR per person
incl. VAT
Previous work package

First equip employees with tools to frame challenges and generate solutions, fostering a more open and innovative working culture.

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Explore cases

Customised programmes for a healthcare facility, university, and HR representatives.

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Understand theory

A dive into traditional structures, cultural transformations, and cognitive biases.

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