Evaluating the Experience

Evaluating the Experience

Evaluating the Experience

Why do this?

Provide an overall evaluation of the 100-Day Challenge Experience, from a user’s perspective. This will help the organisers design better experiences for other teams in the future.  


30 min

Facilitation steps

  1. Perspectives on 100-Day Challenge Behaviours (20 min)

Ask participants to rate their perceptions of the extent to which the three hallmark behaviours emerged in the past 100 days? 

    • More intense  Collaboration?
    • Faster  Innovation?
    • More disciplined Implementation? 

Facilitate a conversation about this. Ask for examples. Note these down. Probe why the experiences may have been different for different people (some may have experienced these behaviours in their own organisations and in previous projects. If appropriate, tease out the things that made these behaviours possible in the past 100 days. You can use this discussion to enrich the ideas that emerged in the “Reflecting on the Experience” Section of the Agenda. 

2. Advice to Future Team Members  (10 min)

Do the net promoter Score (A method of using a single survey question to gauge satisfaction with a product or experience).

Ask team members to choose a number between 1 and 10 in answer to the question:  “To what extent would you recommend this experience to colleagues and peers who are invited to participate in a 100-Day Challenge on GBVF?” 

Voting 1 would stand for: “Are you kidding me? I’ll tell them to run to the hills…” And 10 would stand for “I would recommend it wholeheartedly and with zero reservations”. 

Then ask each to write a short note to future 100-Day Challenge team members. with advice to them. Gather these and consolidate across teams, so they can be shared with future team members at the start of their journey.

Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.