Turning Good Intentions Into Meaning Action: Co-Creating Solutions with People Impacted
A process can make perfect sense to the people who designed it and yet still create barriers for the people expected to use it.
This happens way to often. It occurs because policies, programs, and workplace practices are often developed from the viewpoint of decision-makers. Those leaders may understand the organizational goal, but they may not experience the daily conditions that determine whether the idea will work in real-time.
Co-creation brings affected employees into the process before important decisions are finalized.
Consultation Is Not the Same as Co-Creation
Organizations sometimes ask employees for feedback after most of the plan has already been developed. At that point, employees may be invited to comment, but they have little influence over the outcome.
Co-creation starts earlier.
Employees can help define the problem, identify barriers, test possible solutions, and explain how the change may affect different roles, groups, departments, clients, and more. Leaders can retain decision-making responsibility, but their decisions are informed by people with direct experience.
Affected employees can bring to light hidden working conditions:
Workflows or work arounds that are not visible to senior leaders
Scheduling or coverage problems
Communication gaps
Technology limitations
Concerns about fairness or confidentiality
Ways a new process could create additional work
Reasons employees may hesitate to participate
Practical improvements that require little additional cost
A front-line employee may see a problem that never appears in a planning document. A manager may understand why a policy is difficult to apply consistently. An employee resource group may recognize language that will cause some employees to feel excluded.
These perspectives can prevent avoidable mistakes.
A Practical Co-Creation Process
A simple process might include:
Identify who will be affected by the decision.
Invite a representative group into the planning process.
Explain what has already been decided and what remains open.
Ask participants to identify risks, barriers, and possible solutions.
Report back on how their input influenced the final decision.
The final step is important. Employees can become frustrated when they provide feedback but never learn what happened to it.
Co-creation does not mean every suggestion must be accepted. It means participation is sincere and employees understand how their insight was considered.
