ODIN

Why the name "ODIN"?‍

The abbreviation ODIN refers to the Norwegian god of wisdom, knowledge, and medicine, as well as battle and magic. All these elements are associated with change and innovation, values we strive for.

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What is the purpose of your project?

The ODIN project is essential for Wit-Gele Kruis as it strengthens collaboration and innovation within the organisation and contributes to the quality of care. Collaborations with organisations like De Lovie promote knowledge sharing about innovation processes. The project also fosters cross-departmental cooperation, providing deeper insights into each other’s challenges and methods, and encouraging personal growth and creativity.

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What are your project objectives? 

The goal is to develop and disseminate training within the care sector that enables caregivers to come up with and develop practical solutions for challenges at the workplace, improving work conditions and care quality. In 2023, twelve WGK and four De Lovie staff members participated in a fifty-hour training program.

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What are the unique features of your project?

The training follows the design thinking method, emphasising user insights, creative ideas, prototyping, and iterative testing. The project uses a bottom-up innovation process, where employees themselves find solutions to practical problems that can then be applied by the organisation.

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Why is your project important?

The project aims for a cultural shift where innovation arises from the workplace. The ODIN project demonstrates that with the right support, employees can actively improve their work environment and act as drivers of innovation.

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What was the biggest challenge?

We had never used a bottom-up approach before, so we had to trust this new process, which had unpredictable results, and rely on the employees without guaranteed outcomes.
We prepared the training thoroughly to ensure everyone was on board with the concept. We also needed to convince management. We believe this preparation contributed to the smooth process.

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What lessons have you learned from this process?

Our process provided valuable insights and learning moments in collaboration, personal growth, and guidance. Here, we share the main lessons and experiences from participants.

• Guidance: The guidance was generally well received, with special appreciation for the expertise of Katrien de Schepper from Howest.
• Challenges and Frustrations: Some obstacles arose during the process, such as confusion during a “speed date” session, a desire for a longer implementation phase, and uncertainty about the quality of the prototypes (e.g., how detailed they should be).
• Collaboration: Teamwork was found to be highly valuable. Employees learned a lot from each other’s insights, even beyond their own departments. This collaboration provided energy and a strong sense of connection.
• Personal Growth: Team members learned to handle ideas flexibly, let go where needed, and collaborate better. They developed problem-solving skills and stepped out of their comfort zones.
• Feedback and Support from Supervisors: Supervisor involvement varied by department, with feedback ranging from positive to somewhat limited interest.
• Successes: The process generated pride in collaboration, personal development, and recognition during a final presentation.
• Future Expectations: Participants hope to stay involved in further innovation and development of their ideas and look forward to a continuation of this initiative.

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