Taking the Helm
ENGAGE
Taking The Helm.
ENGAGE is part of the DoT Approach, it is the third element and follows on from the LAB, Fabric of Awareness. It is conducted with previous attendees of the LAB, based on the participants specifically nominated project(s). This is tailored to promote people to support and guide them through project challenges. It’s a random pathway that allows the group to develop its own approach to “wicked” problems.
These complex or “wicked” problems cannot be adequately tackled from the
sphere of individual disciplines, because they are not individual problems, they are interrelated and “intrinsically linked in a meta-system of problems”, and as such cannot be solved in isolation (Rittel et al., 1973; Özbekhan, 1970: 13)University of Technology, UTS.
In this practice all element of the LAB journey are bought to life.
It challenges and provides deeper inquiry to move with the creator and thinking mindset for execution, applied by the group thus enabling and promoting steps beyond past ways of doing. ‘The Group Take the Helm’.
Applying the DoT Approach, ENGAGE includes One-to-One mentoring, leadership development and more. *measurement tools can be incorporated into all projects as required. This can include ISPI, SPI & Archetypes.
The ‘Dot’ integrative integrative framework, sets both aligned and disruptive strategies, whilst strengthening individuals and groups in how they connect creation and thinking when undertaking strategic projects.
INTERPRET, INTEGRATE TO IMPLEMENT
Industry Example
Feedback
“All sessions were designed for us to learn and find insight thereby imbedding ways to individually and collaboratively think about our work, our purpose, output and goals”.
“Diana led us to build a “MAP” of the future journey, connection to the different areas in the business.
The third element follows on from the LAB, Fabric of Awareness. It is conducted with previous attendees of the LAB, The DoT day sessions (10),*can be delivered over the duration of the project, estimated up to a one year period. It is a mix of activities and theory, one to one mentor sessions, research; onsite enquiry, and off site visits across industry or market fields, disciplines and project segments with independent & collaborative discovery work being executed by the attendees.
You Gain: Different perspectives; as you bring your project to life.
The passion, action & thinking on this journey is directed by the group. The transdisciplinary group operate in several ways as; researchers, collaborators, co-creators, inter- connected independent and integrated working groups. We call a POD(s).’Project Orientation Discovery’ groups.
It is not generated from working as a silo structure, it is organic and allows for the integration of skills along with natural abilities. It does not totally rely on technology as an interface. It preferences a mix of both technology and human interaction, where technology supports content communication and functions however the value comes from group face to face connecting, human interaction.
Through this transformational approach participants’ become the ‘creators and implementors’ of the project(s). This can lead to a shift of mindset across the group that can positively influence the organisation, whilst embedding and implementing products and services. This group who work on the selected project(s) re connect and refer to the learnings individually and collectively arrived at through the Fabric of Awareness Immersion LAB.
Note: *The time frame is subject to variation based on individual and professional needs.
Challenge: Limited profitability- shrinking sales of in-house design; address communication issues across sales, marketing and design. (Currently selling customised solutions in preference to in-house).
Project: Provide a change program to teach and engage in house teams to identify behaviour and their different approaches so that they form sustainable communications across departments so that in-house collections deliver profitable outcomes.
ENCOURAGE – Inspire to participate
Findings:
The real problem resided within the structure of the organisation – lack of integration, each area caused ‘silo’ work behaviours.
Management lacked understanding of;
how to bridge from historic company structure and behaviour
how to connect and engage staff to encourage initiative
lack of leadership framework and direction
lack of communications with end user real needs
requirements to integrate communications – and inspire involvement
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