Data sources
| Data sources | Use in the research |
|---|---|
| IDeaLs research meetings | |
| Platform-level sessions Four research meetings 18 h | These research meetings helped ensure coherence among the different projects and the overall research platform design, allowing an initial development of the research objectives, their control during project execution and conclusive critical reflection |
| Setup meetings | |
| Core management team 15 meetings (roughly three per company) 15 h | In the initial phases of each experiment, several meetings were conducted with the managerial team of each organization to identify the challenges and frame them in a story setting. The meetings lasted around 60 min, and questions in this initial phase related to the context and project aim |
| Main workshops (Episodes) | |
| Story-making sessions 65 workshop sessions 140 h | During the data analysis phase, the transcriptions of the recordings were analyzed to look for recurring behaviors among participants. In particular, we observed the reactions to how individual transformation stories were shared, and how the subgroups of participants collaborated in finding common themes in their stories |
| Additional workshops: kickoff and season finale sessions Ten sessions 30 h | The kickoff and closing sessions were helpful to observe interactions among the participants and the core management team, addressing doubts on the challenges or organizational opportunities. The closing session (season finale) contributed to a critical reflection on the methodology |
| Transformation stories | |
| Personal transformation stories First episode: 111 pages Second episode: 107 pages Third episode: 100 pages | The analysis of written stories provided the opportunity to understand the content of the transformation outlined both at the individual and the collective level, as well as how the idea of transformation evolved over time |
| Story-coach card set First episode: 1,130 cards Second episode: 430 cards Third episode: 475 cards | In addition to the stories, the cards highlighted the raw reflections of participants. The cards were unstructured, used as a canvas and contained the participants’ notes throughout the episodes |
| Surveys | |
| Engagement 415 data points | At the end of each episode, the engagement of participants in the challenge was assessed to track the ability of the story-making experience to keep participants engaged |
| Commitment 304 data points | At the beginning of each episode, the fulfillment of commitments was assessed to track the physical efforts of participants and support the sensemaking of past actions. The comments were analyzed qualitatively to inform on the types of actions story-making spurred |
| Data sources | Use in the research |
|---|---|
| Platform-level sessions | These research meetings helped ensure coherence among the different projects and the overall research platform design, allowing an initial development of the research objectives, their control during project execution and conclusive critical reflection |
| Core management team | In the initial phases of each experiment, several meetings were conducted with the managerial team of each organization to identify the challenges and frame them in a story setting. The meetings lasted around 60 min, and questions in this initial phase related to the context and project aim |
| Story-making sessions | During the data analysis phase, the transcriptions of the recordings were analyzed to look for recurring behaviors among participants. In particular, we observed the reactions to how individual transformation stories were shared, and how the subgroups of participants collaborated in finding common themes in their stories |
| The kickoff and closing sessions were helpful to observe interactions among the participants and the core management team, addressing doubts on the challenges or organizational opportunities. The closing session (season finale) contributed to a critical reflection on the methodology | |
| Personal transformation stories | The analysis of written stories provided the opportunity to understand the content of the transformation outlined both at the individual and the collective level, as well as how the idea of transformation evolved over time |
| Story-coach card set | In addition to the stories, the cards highlighted the raw reflections of participants. The cards were unstructured, used as a canvas and contained the participants’ notes throughout the episodes |
| Engagement | At the end of each episode, the engagement of participants in the challenge was assessed to track the ability of the story-making experience to keep participants engaged |
| Commitment | At the beginning of each episode, the fulfillment of commitments was assessed to track the physical efforts of participants and support the sensemaking of past actions. The comments were analyzed qualitatively to inform on the types of actions story-making spurred |
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