ABSTRACT
This chapter builds on the principles of designing engagement interventions covered in Chapter 8. An engagement intervention is an experience in which the participants are invited to contribute their ideas. The experience can take a number of forms. Many of these have already been illustrated by the stories told earlier in the book. They include:
creating a business game in which the current realities and barriers are suspended so that people can dream and think outside the box and then attempt to apply their ideas back into their own organisation (examples in this book include the travel/leisure company in which all global staff participated and the global medical company in which the top 180 people became the board to help create elements of a new business strategy);
inviting people to solve problems or seize opportunities which would normally be tackled by higher levels of the hierarchy (examples in this book include the freight company in Chapter 1, the public utility which involved all implicated staff in achieving 40 per cent cost reductions and the global data company which enfranchised its entire staff in helping to turn the company around).
