Design learning interventions to challenge discourse and build knowledge.

Brief

Design a webinar and face to face learning experience to build knowledge and challenge the discourses impeding strategy uptake and product promotion.

Solution

Designed an interactive webinar using a range of software, and developed learning experiences for both webinar and face to face platforms. We flipped standard design norms to remove threat triggers associated with status and autonomy, enabling peer learning with both cognitive and affective outcomes.

Results

`It worked well!', feedback from the project team.

The Need
We need an immersive simulation for our Executive Leadership Team (ELT) on black start. The simulation needs to draw out the complexities of a black start and the impact of team and individual styles on coordinating a successful response.

Behind the scenes

The NSW electrical transmission and distribution providers knew that the predicted high temperatures of the approaching summer required a targeted and specific approach to preparedness. Additionally more than half of Essential Energy's ELT had been newly appointed to their roles and were from outside of the electrical distribution industry.

Our work

We worked with our stakeholders to scope the approach and from here identified our design and delivery team. We then engaged with our stakeholders to develop the high level structure, and articulate the engagement and facilitation strategy.

Working with Essential's subject matter experts we developed and tested the scenario ensuring we presented the ELT with a range of realistic procedural and wicked problems. We identified resources, briefed and prepared the executive and auxiliary roles, documented the scenario, set up the simulation environment and ran the simulation. Post the simulation we conducted debrief sessions with the ELT and prepared and presented our report.

Outcomes

The scenario delivered an immersive experience with the project Sponsor and ELT rating the simulation highly successful in terms of learning about the complexities of a black start and the impact of their own and team styles in coordinating a successful response.

Create experiential learning materials for practitioners in the Sydney Trains `Hub'.

Brief

Existing collateral on developing new Hub practitioner knowledge and expertise is not available on the market. Hubs (based on MG Taylor methodology) create purpose built environments designed to accelerate stakeholder collaboration for the purpose of solving challenges. Design and develop a framework and collateral to develop new team members.

Solution

Designed blended learning incorporating experience, peer and reflective methodologies as well as coaching and mentoring models.

Outcome

The collateral developed is the first of its kind. It provided a branching scaffold to `expertise' accommodating Hub and individual need. It is in use, developing new recruit knowledge and expertise.

The Need

We're going live with two software systems, ServiceNow and ipSCAPE in 6 weeks and we've just identified that we don't have the resources to support front end and back end users.

Behind the scenes

The project had been hit with a number of challenges. In the 3 months prior to our engagement the challenges included, a recent change in the project lead, an unfilled change manager role, and a go-live date that was now between implementation waves of other enterprise software.

Our work

We engaged with the key stakeholders to understand need and develop a strategy that would ensure each support element was identified and ready when required. We worked with the project team, inclusive of the digital consultancy company to develop a plan for resource development, delivery and communication. We pulled our resources together and went to work. Working with the project team we developed a business support strategy and feedback loop, an approach to training delivery, a training schedule, face to face leader and participant guides, course evaluations, a branded splash page to host e-resources, and the e-resources, user guides, quick reference guides and online tutorials.

Outcome​
​A successfully supported implementation to over 3000 people.

2 categories of Train the trainer and super user training developed and conducted (one for each software solution).

6 categories of face to face training materials developed and delivered covering the two solutions and the different user groups.

4 webpages, creating a branded, seamless and easy to navigate learning hub that hosted e-resources.

12 animated online tutorials

40 quick reference guides and 4 interactive user manuals

4 knowledge maps

Create learning and support materials to assist Premier and Cabinet implement reforms to the NSW Cabinet process.

Brief
Create learning and support materials to assist implement the new collaboration and workflow software and develop online training to drive best practice in the protection of Cabinet information

Solution
​Researched jurisdictional documentation, used focus groups to identify requirements and contextualise themes and developed a range of products including Quick Reference Guides, computer based face to face training and online training.

Results
The solution was delivered within the tight timeframes and highly evaluated (average of 4.5 out of 5) by the user group and stakeholders.