Tahirih Michot worked with a team of public health staff at a municipal clinic (Albow Gardens) for over a year as part of a larger Health Service Design Project within the City of Cape Town. The project was funded by the Dutch Consulate through the Cape Craft and Design Institute (CCDI) and managed by Design Thinkers Group SA. The focus of the project was exploring the potential impact of service design and design thinking on the ability of the team to improve their service delivery. Two other clinics were involved in the project, Town II and Wallacedene. The process involved mapping customer and staff journeys, identifying an opportunity space, developing ideas into prototypes and eventually designing a service blue print to inform implementation. Significant changes within individuals, the team and clinic processes developed as a direct result of the facilitated engagement and use of design thinking tools.
High Performance Team Engagement
A nine month programme designed to support improved team engagement was created and facilitated with the garden team at Babylonstoren. The programme supported team members design effective systems for communication, develop platforms for professional engagement, refine roles and responsibilities, develop tools to support feedback and co-create monthly plans. A sequence of facilitated sessions took place every 2 months and focused on topics which emerged from the process of engagement. The impact of the programme was profound - it resulted in improved levels of connection, engagement and leadership emanating from the participant's clarity and capacity to effectively communicate their ideas, create plans together and reflect on implementation. This process was informed by the principles of action learning and will continue into 2017.
Sustainable Heritage Resource Management
Tahirih and Eric Michot travelled to Sainte Marie island off of Madagascar for the African Centre for Heritage Activities (ACHA). The purpose of the field was the co-creation of a sustainable heritage resource management plan for the local community. The field trip involved collecting stories from local residents regarding their heritage, finding out what is important to them and what they wanted to do about its preservation. Information was obtained through a workshop hosted at the museum on Ilot Madame and by conducting individual interviews during a 6 day period of time. The outcome of the journey was a collection of rich material from local residents telling their stories. These stories make a meaningful contribution to a sustainable action plan for heritage resource management on the island.
Professional Development Programme
Eric and Tahirih Michot designed and facilitated a bespoke professional development programme for the management team at Cape Cookies. The process explored a managers mindset, roles and responsibilities, implementation and overcoming challenges, building a team and communicating results. A team of 15 participants from all areas in the factory worked together over a 4 month period of time. They created meaningful connections, addressed team challenges and co-created an effective management strategy which built on the factors that made them successful.
High Performance Management Team
The management team at Steenberg Hotel went through a bespoke 4 part programme designed and facilitated in collaboration with Linda d'Holt-Hackner from the Touch Company. The programme focus was on high performance management. It was a continuation of a team process started two years before. The content built and extended material that had been covered and deepened the team's capacity to implement their professional skills and understanding. As a result, the team emerged from the programme stronger and more connected than before. They had co-created concrete actions plan supporting team engagement, exceptional guest service and launched them for season.
Leadership Team Development
A four part leadership development programme was created and facilitates with the management team at Fairview in collaboration with Linda d'Holt-Hackner from the Touch Company. The sessions supported the team as they addressed their concerns, developed a management vision, clarified roles and responsibilities and established agreements. As a result, the participants were developed a plan of action that supported a significant period of change within management and improved their ability to work together as an effective and unified team.
Preparing for Growth
An intensive 6 day programme was designed and facilitated with Linda d'Holt-Hackner from the Touch Company for teams at Singita Lebombo and Sweni lodges in Kruger National park. The focus of the process was on supporting the management and F&B teams as they redesigned their systems to support the lodge expansion. Inspired by design thinking, an interactive and experiential process was created. Managers co-created train-the-trainer programmes for their staff while the F&B team developed new service level plans to ensure high quality customer service. The outcome of the process was rewarding for the whole team and resulted in meaningful changes that supported them through opening and beyond.
PDP Train the Facilitator
A new PDP train the facilitator programme was created and implemented with the economic development team at SALGA. This training programme was implemented to support SALGA's internal cacpity to roll out of a professional development programme (PDP) for economic development practitioners. The training programme was designed by Tahirih Michot and the programme was co-facilitated by Eric Michot and Linda d'Holt-Hackner. This training programme marked a significant milestone in the potential sustainability of the PDP for economic development practitioners.
Preparing for Growth
A bespoke two day programme was created to support the team within Singita's Style & Design department prepare for the growth with Linda d'Holt-Hackner from the Touch Company. As part of this process, the team co-created a context for change, explored the factors that contribute to their success, identified the key elements of their communication DNA and emerged with an expansion toolkit. The discussions were empowering and the focus remained connected to what the team was committed.