Value in Action 

The Learning Laboratory

Lina, a new graduate fluent in digital tools and AI joined the team and was paired with Markus, a veteran with decades of experience. Overnight, leadership announced a storm was coming and new targets had to be met before the end of the quarter. Lina and Markus reacted with dozens of costly meetings but struggled to collaborate and activate the shared knowledge networks necessary for innovation.

What if Lina and Markus had proactively practiced translating ideas to action together?

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The premise:

Organizational systems are subject to constant negotiation between processes, goals and resources.

The problem:

Organizations today operate in liquid, rapidly evolving contexts where rusty processes (barriers), and limited resources (human and social capital) inhibit adaptation. Therein, reactive rather than proactive approaches to change create a bottleneck in team performance, employee well-being, innovative capability and organizational agility.
 

The assumption:

Liquid contexts need liquid resources and goals that float! Adaptability is predicated by proactivity and strategic resource allocation. However, traditional training formats (workshops, coaching, top-down initiatives) often fail to reshape systems from within because they lack experiential immersion, team-based agency, system-level thinking and evidence backed mechanisms for self-regulation.
 

The vision:

A future where teams are the proactive architects of their organizational success, equipped with malleable strategies to transform with changing environments. 
 

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The Learning Laboratory ​

The Learning Laboratory is the training grounds for adaptability and combines the insights of a case study to uncover your organisational needs with theoretically informed applied games to empower teams to: 

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(1) Monitor: train individuals to identify and collectively regulate their resources that contribute to objective and subjective success.

(2) Activate: train individuals to monitor personal and contextual conditions and demands that inhibit goal attainment and evaluate flexibility of resources and time horizons. 

(3) Engage: individuals and teams experience take an agentic role in unfamiliar and dynamic contexts that stimulate diverse knowledge networks to maintain performance and agility in a dynamic environment.

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Additionally, the Learning Laboratory is rooted in post-positivist/post-qualitative methodologies to emphasize the interconnectedness of human and non-human elements, viewing organizational contexts as processes of constant becoming rather than a quest for definitive answers.