
Full Immersion: Learning That Works

- Define the target. Don’t start with, “Let’s go to the Magic Kingdom!” Instead, define the pressing business challenge, and then identify organizations that have something valuable to bring to that conversation.
- Get lateral. Theorist Edward de Bono describes lateral leaps as a key capability for breakthrough thinking. Lateral thoughts happen when we connect one idea to another seemingly unrelated one. In building immersive experiences, we identify organizations that are very similar to our clients and others that are dissimilar to create a productively disorienting lateral leap. That’s how a group of manufacturers found themselves exploring abstract paintings at the San Francisco Museum of Art and how pharmaceutical executives found themselves in line at an Apple Genius Bar to engage customer service around issues with their iPods.
- Play it cool. Because the mind is most engaged when at play, we’re purposeful about building a “cool” factor into our immersive learning experiences. Wouldn’t you love to visit Google or hang out at Disney’s Epcot for a day in the name of learning? Of course you would, and so would your employees.
- Connect it back. Critical conversations must happen for the immersive experience to produce organizational change. So what, exactly, did that afternoon at Starbucks say to you? What did you notice, see, hear, smell, experience… and what principles behind those experiences can deliver value at our (very different) organization? These facilitated conversations are the genesis of true organizational transformation.
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