From Crisis to Collective Discovery
Our client is a health services organization where operational pressure had created tension between departments. Performance challenges risked turning into finger-pointing rather than collaborative problem-solving.
They needed to navigate this crisis in a way that would build team capability rather than dependency on external solutions.
How we Made Change Happen
Used crisis urgency as energy for exploration—shared frustration became collective opportunity
Facilitated collaborative system mapping that shifted focus from “who failed” to “how does our system work”
Honored existing knowledge before exploring problems—teams discovered their wisdom ran deeper than they realized
Supported teams in designing improvement approaches that built on existing capabilities
Meaningful results
Teams developed systematic problem-solving capability they continue to use independently
Cross-department collaboration improved as shared understanding replaced defensive position
Leadership culture shifted from control to enablement as teams demonstrated ownership
Performance improvements sustained because solutions emerged from team discovery rather than external prescription