Digital habits at work

How can you experiment, question data and cooperate without confusing digital transformation with a proliferation of tools?

1250 € per session, excl. VAT

In short

This half-day awareness session develops four habits: experimenting on a small scale, examining data before drawing conclusions, sharing actionable information and learning from feedback. Participants explore their habits through simulations, practise feedback and identify a behaviour to change in their everyday working lives.

Why this training?

When faced with digital change, immediately asking for a new tool can conceal a cooperation problem or an untested hypothesis. Distinguishing between the need, the available facts and working habits makes it possible to discuss change without pitting enthusiasts against those who are reluctant. A digital mindset manifests itself in concrete behaviours: asking a question rather than defending a certainty, accepting a limited trial, making information understandable and learning from failure. These habits require listening and a framework in which difficulties can be expressed. Running case study: The fictional organisation Rivage Mobilier receives repair requests through several channels. Information is lost between reception and the workshop. A team wants to change its information-sharing habits, but some colleagues fear increased monitoring and others want to change tools immediately. Transfer to the workplace: Over the following two weeks, each participant chooses a recurring information handover, applies a habit practised during the session and asks a colleague for feedback. They note what facilitates cooperation, what remains difficult and the adjustment to try next, while complying with internal rules.

Objectives of this training

• Distinguish between adopting a tool and changing working behaviours.
• Formulate a testable hypothesis before proposing a change.
• Differentiate between fact, interpretation and missing information.
• Rephrase an objection and give descriptive feedback.
• Identify a lesson learnt and a next adjustment after a trial.

Who is it for and what are the prerequisites?

Roles and tasks concerned

• Employees in any role facing changes in digital working practices.
• Line managers and internal points of contact wishing to open a dialogue about these changes.

Prior skills

• No prior technical skills are required.
• Be able to describe an everyday situation involving information sharing between colleagues.

What you will work on

1. Observe your reactions to change

   Objective: Recognise behaviours that enable or inhibit learning. The four digital habits; curiosity, the right to doubt and the distinction between a tool and its use.

2. Prefer a small trial to a certainty

   Objective: Understand the logic of a reversible experiment. Hypothesis, limited scope, observation and the decision to continue, adjust or stop.

3. Question the available data

   Objective: Avoid turning an impression into a conclusion. Source, context, missing data and the limitations of a comparison.

4. Share information and welcome objections

   Objective: Make a handover actionable and listen to reservations. Useful information, recipient, responsibility, confidentiality and descriptive feedback.

5. Learn from an imperfect result

   Objective: Turn a review of experience into a behavioural adjustment. Gap between expectation and observation; learning without looking for someone to blame.

What you take away

• Map of the four habits and associated behaviours.
• Hypothesis and limited-trial worksheet for the Rivage Mobilier case study.
• Grid of facts, interpretations and questions to check.
• Feedback sheet and individual behavioural commitment.

Method and assessment

• Short explanations followed by immediate practice using the running case study.
• Individual work followed by work in pairs, with reciprocal reviews of outputs.
• Guided group discussion: what works, what needs to be corrected and what remains a human decision.
• Preparation: Identify a useful digital habit and a cooperation difficulty, without bringing confidential data. Arrange paper materials or only tools authorised by the organisation; the exercises use fictional or anonymised cases.

Observable criteria: The participant distinguishes a cooperation need from a request for a tool. ; The proposed hypothesis can be tested against a specific observation. ; The analysis of the case separates facts from interpretations and identifies missing information. ; The feedback describes observable behaviour without judging the person. ; The final commitment specifies a situation and a behaviour to try..

Frequently asked questions

Do participants need to be comfortable with technology?

No. The exercises focus on reactions, exchanges and questioning, not on technical operations.

Will we work with our internal data?

No. The materials are fictional or anonymised; no confidential data is needed.

Is reluctance to change addressed?

Yes. The role plays develop the ability to listen to concerns and distinguish useful objections from judgements.

What is the actual duration?

The session lasts 3.5 hours excluding breaks, over half a day, with five practice and debriefing segments.