The facilitator role and process were designed according to the conditions in the specific activity
| The facilitating role and process | Phase I pre-intervention | Phase II intervention | Phase III post-intervention |
|---|---|---|---|
| The intervention was led by the facilitator role which was filled by external facilitators, all experts on organizational development and the work environment | Contact with the organization's strategic management, selection of the operational area that would be included in the intervention and creation of a strategic group | Investigation and analysis of the work environment and co-creation of intervention measures and work methods between line managers and external support functions | Transition of external process facilitation to continue the implementation of work methods for the work environment |
| To facilitate contextual adaptation and collective action, the intervention consisted of four components, all with theoretical underpinnings: Meta-learning, interactive problem solving, co-creation of the intervention measure and implementation of the developed practices and changes into practice | Phase I was directed toward managers in the strategic management group. Meetings were held to present and discuss the current work environment situation, investigate the interest in participating and gain more knowledge about the current state of the context. The aim was to create a sense of urgency and to start the process of co-creating the intervention and shared goal setting among managers in the strategic management group | In phase II, the operative line managers and staff were invited to participate | Phase III was the post-intervention phase during which, if the intervention had been successful, the implementation of the new work environment practices continued, and the practices were embedded in the workplace |
| Within this frame, the intervention was designed to be flexible and adaptive to allow for modifications. Consequently, the interaction between the facilitator role and process and the participants depended on how the latter responded to the goal of developing the work environment | Where needed, the facilitator role and process in phase I also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and strategic management of change | Where needed, the facilitator role and process in phase II also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and management of change related to participants' everyday practice and how their social norms, roles and relationships might influence the work environment | Where needed, the facilitator role and process in phase III also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and management of change |
| The facilitating role and process | Phase I pre-intervention | Phase II intervention | Phase III post-intervention |
|---|---|---|---|
| The intervention was led by the facilitator role which was filled by external facilitators, all experts on organizational development and the work environment | Contact with the organization's strategic management, selection of the operational area that would be included in the intervention and creation of a strategic group | Investigation and analysis of the work environment and co-creation of intervention measures and work methods between line managers and external support functions | Transition of external process facilitation to continue the implementation of work methods for the work environment |
| To facilitate contextual adaptation and collective action, the intervention consisted of four components, all with theoretical underpinnings: Meta-learning, interactive problem solving, co-creation of the intervention measure and implementation of the developed practices and changes into practice | Phase I was directed toward managers in the strategic management group. Meetings were held to present and discuss the current work environment situation, investigate the interest in participating and gain more knowledge about the current state of the context. The aim was to create a sense of urgency and to start the process of co-creating the intervention and shared goal setting among managers in the strategic management group | In phase II, the operative line managers and staff were invited to participate | Phase III was the post-intervention phase during which, if the intervention had been successful, the implementation of the new work environment practices continued, and the practices were embedded in the workplace |
| Within this frame, the intervention was designed to be flexible and adaptive to allow for modifications. Consequently, the interaction between the facilitator role and process and the participants depended on how the latter responded to the goal of developing the work environment | Where needed, the facilitator role and process in phase I also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and strategic management of change | Where needed, the facilitator role and process in phase II also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and management of change related to participants' everyday practice and how their social norms, roles and relationships might influence the work environment | Where needed, the facilitator role and process in phase III also involved educational activities to allow for dialogue to enable collective inquiry regarding perspectives and assumptions on the work environment, change processes and management of change |