Category: Case Study

  • Facilitating the facilitators in Kuala Lumpur

    Facilitating the facilitators in Kuala Lumpur

    A divers team of 12 participants, part of ‘Initiative of Change’ in Kuala Lumpur, wanted to learn ‘How to Facilitate?’ in a Train-the-Trainer workshop

    Approach

    First step in this approach was to let the participants in small groups define the various purposes and target audiences to be facilitated. The second part consisted of two groups working on a co-created workshop design, while choosing suitable elements of a provided toolbox of techniques.

    Outcome

    Already one participant has successfully carried out a first designed workshop.

  • Creating open dialogue within an international bank

    Creating open dialogue within an international bank

    A regional branch of an international bank experienced that direct and publicly shared feedback is not welcome in Asian tradition yet the bank required to improve plans and to build on available talents and experiences

    Approach

    During two 2-day we brought people from different offices and departments together. The first priority was to create common ground through sharing challenges and peak work performances. To create a better understanding individual reflections were shared and complemented by active listening partners.

    Outcome

    Consensus and prioritized action plans in a relatively short time span. By openly claiming ownership participants became accountable for securing further implementation.

  • From silos to collaboration at Dorel Juvenile

    From silos to collaboration at Dorel Juvenile

    Dorel Juvenile expressed their need for change from silo-based working teams towards client orientated cross-functional teams

    Approach

    In nine workshop days 75 employees and managers collaborated on the topic of working in cross-functional teams. One of the venues had a view on the historical walking bridge connecting Hong Kong with Shenzhen. While using the Open Space Technology method critical issues were identified and 19 ‘topic-owners’ stepped forward to lead the dialogue, create minutes and action plans.

    Outcome

    Before their teamwork had similarities to Ping-Pong; issues were passed on from one department to the other. Now they experienced a different concept of teamwork more similar to football; cross-functional teams working together to one goal. And to solve complex problems at hand through cooperation and each other’s expertise.