Hidden Insights Learning Programme – with measurable payback

We use this learning programme to train managers, leaders, and staff how to create, lead and facilitate Hidden Insights projects and programmes. We can also train your trainers with a pack that can easily be customised to your context.

We offer practical learning through real, small-scale improvement programmes that will provide immediate pay-back. Each module includes an element of classroom training and practical “fieldwork”. It is based around the simple, practical process and project structure that underpins our pyramid model. Action learning and mentoring support is provided between formal sessions.

Module 1 – Introducing Hidden Insights

The “getting started” module is a great introduction for leaders, and potential participants. It introduces key concepts, the business case for using it, and provides guidance on how to make working with Hidden Insights successful. We show how it fits with strategic models and why working “bottom up” is great for today’s complex world and wicked problems.

Module 2 – Engaging people with Hidden Insights

This provides practical ways of engaging people, setting up projects and getting leadership sponsorship and support. It is a universally helpful course in mobilising people for change and getting “ownership not buy-in”. People report an immediate change in relationships and collaboration afterwards.


All of the learning is according to the Hidden Insights principles. The course is a powerful way of constructively challenging how things are done, and enabling people to seek and truly understand different points of view – and measurably better ways of working.

Module 3 – problem-solving with Hidden Insights

This element is based around the skills of the positive deviance “treasure hunt” for hidden solutions. It focuses on:

  • How to collect data to find exceptions
  • Constructively challenging perceptions and assumptions
  • How to discover the detail of the successful micro-behaviours and practices


It shows potential facilitators how to achieve direction, discovery and commitment by letting go of control – whilst setting important boundaries and safeguards. These boundaries are created by the group so are always culturally appropriate.

The last element can be run at the same time or as a separate short practical activity once solutions have been found. It looks at designing learning that sticks, and how to track progress and change, to create a powerful message that will bring others in to share success.

It looks at the importance of reviewing impact and measuring achievement in a way that reinforces and maintains progress. We think about how to close the formal project whilst ensuring the relationships and improvements continue, and how to spread the key skills informally in the future. We look at lessons learned for leaders and the wider community or organisation.

Learning by doing

Wherever possible, learning groups work on a “case in point” – a real issue that needs solving.

To keep momentum we recommend the two key parts of the training are completed within three months. The learning programmes work best for groups of between 10 and 15. Mentoring and action learning support is provided for the fieldwork between training sessions.

Trainers learn to run these learning by doing programmes with extra time and support for preparation, reflection and impact assessment.