Constructive Disruption


Discover the need and problem statement without attempting to understand or solve.  To begin to uncover we must have some basic understanding of the topic areas of the need.  As with all communication, a common vocabulary is required. Our A/P Learning discipline supports this.  During Uncover the objective is to understand what the problem statement is, the high-level components, context and how they interact.  During Uncover we are primarily in an observer role

During this phase it’s important to collect (information, beliefs, artifacts, processes) without making judgments or assessments. The subject matter collected, just is as is.  It’s not even important if it’s true or not. It what the end user(s) believes is true.  At the end of the phase we organize or catalogue the information based on our experience or where the information leads us.

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During this phase the problem or need is reduced to  simple elements and interactions. Change is not yet required. It’s all about inspection and understanding of the problem, need, motivators and drivers that should benefit the organization. Some may consider examination as change. In physics it's often said that by being observed, a body may change.    Sometimes the elements become unrecognizable when separated from the whole. Each component and how it interacts in the current context is examined in great detail and catalogued. 

We exercise and experiment with the components to see how the elements work independently and in collaboration with others.  This teaches us a great deal about their attributes, abilities to interact and properties.  Research is recommended to see how the elements can be used or perhaps have been applied in other industries.  

At the end of this phase we provide a provisional problem statement, potentially to be refined.

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In this phase we take what we have learned and combine the elements into new ways to solve the need. Base elements taken from the original problem are always required. We may find that the change or combining of elements requires one or more change agent.  Solutioning is a key activity that we use to develop models or frameworks to solve the problem.  Depending on the type of problem we may add different change agents to enable change or transformation. These may exist internally or come from outside.  We provide a first pass at the solution to problem and review with the stakeholders.

There is potentially a need to try many different combinations. We may return to the Examine phase to gain a more complete understanding

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During the final phase roles are reversed from the Observer to the Presenter. We present an updated or changed landscape for the end user using the modified process/systems we have developed.  The solution is then presented and explained using specific examples, models and pictures.  Users are often lead through a series of exercises to help them understand the solution.  Users will be taken through the process so they understand that it is repeatable, sustainable and reusable.

During this step we ensure to take careful observation of all stakeholders.  It's key to understand the appetite to accept systemic/organizational/people change. The rate at which change is explained or delivered must be paced for the willingness to adopt a solution.

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Active/Passive Learning

This is an underlying discipline that allows to us to communicate in the client's business and technical langauge.  

Active Learning is the conscious effort to learn or develop skills in a particular industry or discipline.

The Passive part of Learning is absorbing information and data then converting it into knowledge on a daily basis.  Reading, doing/experimenting for our processes are part of a life-long learning learning process.  While working with clients we continuously absorb information that can be used and cycled into problem solving.

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