Café Style Learning and Sustainable Change- Thriving Through Disruption

• Based on the Neuroscience of Play – experiential learning

• An innovative methodology that accelerates learning / OD, talent andchange

• Bite-size chunks of activities – 10-30 minutes

• Can be played out in a face to face, or virtual classroom environment

• In principle can be facilitated by anyone

• Highly scalable

Café Style

Reliance Personal responsibility and self-relianceSecurity Self-confidence and resilienceStability Flexibility and changeConformity Commitment and ownershipTime management Value and effectivenessHard work Working smartIndifference Cognitive empathy and social relationshipsUniversalising needs Individualising needsGovernance LeadershipRational thinking Open-minded and creative thinkingBlame AccountabilityCut-throat Graciousness and compassionMaterialistic TranscendenceUnhappiness Self-awareness and self-respectLooking after our own back Honesty and integrityPolitical Truth and authenticityInjustice Ethical and fairControl of others Respect, kindness and diversityIntrospection OutrospectionIgnorance EnlightenmentFear Courage and integrityOver analytical Creative thinkingSerious / ‘professional’ FunDependence InsightfulAuthoritarian Trust and valuesUnadventurous Adventurous and free thinkingNeed to know-basis TransparencyCompetitiveness Collaboration and partnershipsFear of failure Decisive and determinedRules and procedure driven Customer centricArrogance HumilityGreed and selfish Community and sustainabilityWork with the end in mind There is value in the journeySquandering and wasteful Stewardship and doing more with less

• Command and Control to Innovation

• Time Constraints

• Forgetting Curve – Embedding Change

• Play – Learning and PractisingSimultaneiously

• Speed of Change - Agile

• Driving ‘Just-In-Time’ and Scalability

• Targeted – specific learning outcome

Mode 1. Mode 2.

How do help leaders createnew paradigms / habits?

Disruption can make leaders retreat and defend

Will tend to default back to what they know!

Some key organizational challenges:

• Leaders making decisions based on previous experience – what they know• Risk averse – wait and see• Not self-aware – believe everyone else should change• Organizations reward revenue and profits now – not innovation• Do not have the skills, or tools to lead people through exponential disruption

Primal response – 300 million years of practice!

Threat – Repelling

• Powerlessness• Betrayal• Worthlessness• Rejection• Shame• Abandonment

Pleasure / Hope – Engaging

• Empowerment• Loyalty• Valuable• Acceptance• Pride• Support

Social threat is today’s ‘Sabre-tooth Tiger’

Café Stylecloses the gap

…do we do it?

Example of a Cafe StyleExperiential Microlearning Capsule

Subconscious

Conscious

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The Playground

ExperientialMicrolearning

Capsules

Solo or Team PlayPrograms

Participants cancollaborate

together onlinein each task

‘Virtual learning must

support virtual working’

Next Actionand Questions and Answers

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