Catalysing Behaviour Change at Scale for a More Resilient Water Future
Hunter Water faced an enormous challenge – if consumer behaviour did not change, demand would exceed supply within 20 years and the region would risk running out of water. We were engaged to work alongside staff, partners and customers to explore how learning power and learning journeys could support a mindset shift from the dominant culture of being passive and reactive to one that was innovative and entrepreneurial.
CLIENT BRIEF
The MD’s objective was to create a learning organisation which would empower people to use their curiosity and courage to change their behaviour and find ways to extend the window for making critical decisions about water source augmentation.
HOW WE WENT ABOUT IT
We explored the learning power profiles of a respresentative sample of the staff population. Staff had the opportunity to understand themselves and engage in peer coaching, while we analysed the anonymised data and discovered the ‘learning characteristics’ of the organisation.
We facilitated successive rounds of collaborative learning journeys focusing on each person’s ‘why’ and what they uniquely had to offer to the business - which they brought forwards into a Business Innovation Challenge. Each person participated in peer coaching and at the end of the journey they presented their innovative solution to the business in a series of ‘pitch and present’ events. These focused on personal stories of significant change, developing leadership skills and authentic, unique, business solutions.
WHAT WE DID
Facilitated learning journeys, with the Board of Directors and over 100 leaders and staff to deliver against a business innovation challenge which was aligned to the new resilience strategy.
Integrated Learning Journeys with the ‘day job’ for staff, teams and projects and industry partners
Used Learning Power design thinking to drive a new customer engagement strategy – stimulating curiosity, belonging and creativity in the community through learning conversations and learning journeys
Worked with local schools to help children become more effective learners through working on a project to build a sustainable and resilient water future.
Worked with the CEO of a local council and other partners to embed learning as a key vehicle for collaboration and innovation across the region.
WHAT CHANGED
Board of Directors, Executive Management and 100 core staff engaged in learning journeys, open to new ideas and ways of thinking and working
Water leakage reduced by 34% in 3 years. 15% more than expected reduction on community usage in year three.
Extended the window for making decisions on ‘source augmentation’, enabling opportunities for innovation with new technologies for water resilience.
Measurably increased staff engagement.
Generated significant support for the strategic vision for enabling sustainable growth in the region.
A culture of innovation and change became ‘the norm’ across the business and its partners.
Successful local school outreach programme developed learning and complex problem solving capacity within the community.
Increased loyalty and trust from the community based on ‘Love Water’ messaging.
Significant increase in visits to the organisation’s water usage calculator website.
Lutz’s innovation challenge was to empower his team to be more creative. Listen to his story of significant change.