Vibes

VIBRATION 1:
raise questions

First, we have to be troubled, to be in search of something. And that begins by raising questions with the management. Finding the answers to those questions is entrusted to teams of volunteers.

VIBRATION 2:
research and learning

The team engages in creative research centered on the question put to it, a vast learning exercise that will become the beating heart of their engagement. The team is topped off with designers and an Okoni coach to provide the necessary tools and inspire the work.

VIBRATION 3:
amplify and resonate

Throughout the project, each team shares their wishes, their findings, their responses with the rest of the organization.

As the project progresses, the organization brings in more and more contributors, increasing the overall level of involvement.

Discussions between the teams and management help refine the strategy “along the way”.

The “Vibes” location

We create a place where the project can physically exist. It is an open, vibrant space, covered with worksheets and creations, colored with projects. It is a reception area for the teams and a presentation area for the entire organization. It is also an online space. Throughout the project, a website is filled with photos, sounds, and videos that allow all those not in the teams to follow the progress, share in the experience, and participate in Vibes.

The “Vibes” teams

Management sets out the strategic challenges, asks the questions, chooses the experiments, appoints the leaders. Throughout the project, the management team listens to identify the findings. Little by little, a roadmap for the transformation emerges from those findings. As part of that team, the management undergoes an irreversible change of attitude and becomes more open to inclusion, listening, audacity, and trust. Then there are creative experimentation teams of six to eight multidisciplinary people, without any hierarchical link. They work independently on their experiments. Those teams are hybridized with staff members from Okoni, designers, engineers, developers, ethnologists. They make up a power cell without equal.

The “Vibes” tools

• The classics of field exploration, of ethnography that make it possible to capture reality: interviews, observation, sketches, subjective cartography, photos, videos, etc.
• The whole set of tools offered by inclusive design: colors, shapes, models, creative software, food, drinks.
• The art of observing, of inspiration, of travel to bring back treasures from afar.
• The science of experimentation to be able to pose the right hypotheses and design effective protocols.
• The actions of a coach to help the participants zoom out, to bring out their awareness and the desire for transformation.

The “Vibes” highlights

• Sprints with management as another way to do strategic analysis.
• Creative workshops with the teams, like in the garage of a promising start-up.
• Moments of review to gain perspective and initiate change.
• Large, joyful, galvanizing, useful and poetic gatherings to launch the process, celebrate the results, and get the entire organization involved.