© 2019 by Human-Equity Ltd

71-75 Shelton Street, Covent Garden, 

London, WC2H 9JQ, UK

Company Reg. No.: 10967627

Collective Navigator 360™: Leadership Experience

Stimulating Leadership Development

We believe leadership is a continual cycle of conversations and individual and collective actions, so we have designed a platform to support leaders in viewing not only their personal feedback, but also the anonymised data of all participating leaders. All for the purpose of generating personal and collective reflection to grow in leadership. Stimulating and informing that increased-self awareness, and the changed behaviours and actions that follow from it, is the core purpose of Collective Navigator 360™.

The Collective Navigator 360™ platform is based on a breakthrough narratives-based feedback method called 'sensemaking'. With its origins in complexity and systems thinking, the method is based on a very distinct set of principles and theoretical frameworks which are described in further detail here.

Thanks to the immediate benefits for the participant from the self-reflective process stimulated by trade-off questions (rather than Likert 1 - 10 scoring scales), the Collective Navigator 360™ platform increases self-awareness both at the individual and collective level - among leaders as well as employees.

This increased self-awareness creates a powerful and systemic means for individually and collectively navigating dynamic and complex organisational challenges. 

Employee Experience

Key Features

An Engaging Employee Experience 

Employees often suffer from survey fatigue in main part due a frustration that survey questions with predefined responses do not feel sufficient to communicate the unique context of their experiences. The motivation to respond to such surveys often disappears.

The sensemaking approach, founded in complexity science, allows employees to express their experiences in their own words in response to open-ended questions, which allow them to address the issue they feel are important.

Thanks to the follow-up questions, an opportunity for reflection is created, providing an engaging and meaningful experience.

 

This increases both the potential for insights and reduces the biases inherent in typical survey questions.

A New Generation of Metrics - Thick Data

The sensemaking approach tackles the fundamental challenges that organisations face when working with human experiential data, by integrating qualitative and quantitative data in new powerful ways.

Measuring human experience in quantitative ways presents immediate issues of objectivity and contrasting potential interpretations of any metric, index or score.

"Thick" data refers to new possibilities thanks to sensemaking in providing participants with the means to provide narratives AND to quantitatively interpret their own narratives on the input side.

 

As a result, the employee narratives can be plotted on the results dashboard to provide a macro view of the patterns (quantitative data), without loosing access to the context of the original narrative (qualitative data). 

Meaningful, Actionable Insights

The sensemaking, narratives-based approach is designed from the perspective of how individual and collective development really happens: organisations are social networks, and leaders and employees understand their context and act through both their own and the collective narratives.

The narratives provide the leaders with direct and practical insights as to which behaviours and skills help foster organisational well-being and positive performance, and those that need to be further developed.

The direction of change is more important than the absolute measure on any scale or even the absolute count of positive vs. negative stories.