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The change leader can and should influence the co-creation of new
paradigms through various practices such as:
Encouraging divergent thinking:
By bringing together stakeholders from different backgrounds and
experiences, conventional approaches can be challenged, and new ways
of addressing different problems can emerge.
Challenging mental barriers:
Existing paradigms are often tied to how we think about certain issues,
creating mental barriers. Co-creation can help overcome these barriers
by facilitating interaction and dialogue among stakeholders with diverse
perspectives, allowing deeply ingrained paradigms to be questioned and
redefined.
Driving disruptive innovation:
The development of radically new solutions and ideas that can
fundamentally change how problems are approached or how products
and services are offered is the cornerstone of disruptive innovation.
Seeking experimentation and learning:
Co-creation provides an opportunity to experiment and test new ideas
in an inclusive and safe environment. Through co-creation, stakeholders
can learn from each other, experiment, and adapt their approaches as
they progress.
Stimulating the integration of multiple perspectives:
Co-creation allows for a solution-focused approach through the
integration of multiple perspectives. By combining various insights and
viewpoints, efficient solutions can be developed.
Sponsoring the creation of collaborative ecosystems:
Co-creation can also foster the creation of collaborative ecosystems,
where different stakeholders can work together to solve complex
problems. These ecosystems can actively drive innovation and, above
all, generate new ways of thinking and acting.
Paradigms act as lenses through which different phenomena are interpreted and
provide a foundation for how an organization operates and is managed. The challenge
for the change leader is to promote the replacement of these lenses within
stakeholders, allowing for the adoption of new models of operation and organizational
management.
Basic guidelines on how a change leader can implement recurring co-
creation processes:
Identify and focus on the problem or opportunity:
Clearly define what you want to explore through co-creation. This is the
starting point for the process.
Define and map objectives and goals:
Set clear and measurable objectives for co-creation and ensure that all
participants understand them.
Identify and map stakeholders:
Define the stakeholders who should be involved in the process, always
prioritizing the diversity of profiles and perspectives related to the
problem or opportunity.
Appoint a facilitator:
Designate a specialized person to facilitate the co-creation process.
Create an inclusive and trustful environment:
Provide psychological safety where all ideas and opinions are welcomed
and respected.
Promote idea and solution generation:
Establish rituals with creative sessions to generate innovative ideas and
solutions in collaboration with stakeholders. The facilitator should use
techniques to encourage divergent (idea generation) and convergent
(analysis, redefinition, and prioritization of ideas to be developed)
thinking processes.
Develop prototypes and tests:
Encourage the development of prototypes and experiments, in
controlled environments, for co-created solutions. Sponsor tests with
different stakeholders and seek feedback.
Promote iteration and refinement:
Based on received feedback, promote iterations (repetitive cycles) to
improve solutions until a final, useful, and optimized version is achieved.
Implement and evaluate:
Monitor the implementation of the final solution and evaluate its impact
and effectiveness among stakeholders, together with the team.
Recognize and reward:
Acknowledge and reward participants' contributions to promote their
ongoing commitment to co-creation and stimulate motivation.
In summary
When a change leader stimulates and oversees co-creation, it facilitates the interaction
of multiple perspectives and skills that lead to the generation of new paradigms and
innovative approaches. By bringing together stakeholders with diverse experiences,
knowledge, and perspectives, existing paradigms can be challenged, thus enabling
potential shifts towards more effective solutions.
Furthermore, the use of co-creation processes enhances stakeholder engagement, with
their DNA becoming part of the solutions developed by the project.
The change leader must be aware that co-creation is a way to cultivate commitment,
encourage continuous improvement, and, above all, keep the organization connected
to the evolution of the business environment to remain competitive in its market.