To read about the analysis and background work that went into the project, scroll down.

Advanced AI, a machine learning tech startup, is now investing in employee development due to significant growth in the past 3 years. Recognizing this need, the VP of People, with a background in general human resources, hired our team to provide leadership training for new managers (<4 months). Currently, there are 18 new managers, with an expected 8 more by midyear. Conservative projections indicate 7-10 new managers annually. The program design needs a longitudinal component to accommodate this growth.

Following a successful 2022, the 2023 budgets secured our team an unlimited budget for designing and implementing a learning solution for new managers. The only stipulation is to identify the solution by the end of Q1 2023, with implementation beginning in Q2.

** Disclaimer: This project used a fictional client, and our professor acted as the stakeholder.

We used design thinking to guide the project, prioritizing the learner's experience. Our focus was to create an immersive learning journey instead of offering disconnected solutions. By leveraging various delivery methods and frameworks, we ensured that our learning activities were rooted in adult learning science and solid instructional design principles.

What is design thinking?

Design thinking is a user-centric, problem-solving method that values diverse perspectives. By focusing on user input, it prompts designers to challenge their biases and discover creative solutions. This iterative process involves rapid prototyping, continuous testing, and revisiting the drawing board. It consistently considers the learner's needs, preferences, and business constraints.

We structured our solution with a constructivist approach, where learners build new knowledge on existing foundations. Our phased program unfolds as follows:

1. Process-Level Mastery: We started by addressing technical and tactical skills, ensuring confident and effective management at a process level.

2. Individual-Level Soft Skills: We then shifted focus inward, nurturing individual soft skills.

3. Organizational-Level Leadership: Building on these foundations, we elevated our approach to strategic skills such as leadership and mentoring, preparing learners for organizational-level leadership.

Learning Activities

Following Knowles' adult learning theory (andragogy), we curated learning activities that tapped into our learners' life-learned experiences and aligned them with real-world job applications. We employed a mix of modalities—formal learning, skill demonstrations, e-learning, and virtual reality—to deliver diverse perspectives. Additionally, fostering communities of practice through focused and reflective discussions with peers and mentors encourages new managers to challenge assumptions and support each other throughout the learning journey.

The Learning Lab

We housed our training in a learning lab designed for success. This space ensures learners have access to the right tools and resources, as well as up-to-date information about policies, processes, and procedures, while maintaining optimal conditions like lighting, noise levels, temperature, and visual elements. The Learning Lab sets the stage for a cooperative and creatively charged environment.

Research reliability and validity: Initially, survey challenges led us to online forums for user insights.  However, relying on internet research has limitations, including a lack of representation and diversity and difficulties in verifying authenticity and accuracy.

To address this, we triangulated our findings by cross-referencing with reliable sources like interviews with managers, frontline workers, and leadership, pre-recorded interviews of industry professionals, webinars, and industry white papers on leadership and management best practices. Multiple conversations with our professor helped check for biases.

Ethical concerns with internet research: We considered ethical concerns, including confidentiality, and data ownership in online forums by aggregating, anonymizing, and de-identifying data during our discovery phase.  To mitigate the ethical dilemma of informed consent, we referred to the American Psychological Association (APA) guidelines (section 8, 8.05) for dispensing with informed consent in research and the UK Department of Education User Research Manual guidelines for conducting research using social media. This emphasized the importance of developing enhanced judgment to address emerging ethical challenges in internet research. 

Unlimited resources: Unlike typical real-life constraints, we had an unlimited budget and resources for our new manager and leadership training program. We recognize the importance of resource efficiency, so we designed a program based on the critical needs and pain points of new managers, using different cost-effective modalities. This ensures a robust yet adaptable program, given typical limitations.

Adaptability to company culture: We have to consider a program's adaptability to the unique workplace culture. Despite our client being fictional, we actively involved real people's insights in the startup/tech industry to align the training content with the organization's values. 

Cultural sensitivity: In hindsight, our training program lacked built-in cultural sensitivity and accessibility. While we briefly mentioned language and culture in our constraints, incorporating an aspect of cultural competency, including content to equip managers to lead people with diverse cultural backgrounds, would have enhanced the training program's effectiveness and inclusivity. 

We ensured that Advanced AI's new managers received comprehensive and learner-centered leadership training by combining design thinking principles, diverse learning modalities, and ethical considerations. The program not only addressed current needs but was designed to evolve with the company's growth, ensuring a sustained and impactful learning experience.