ZX-AGENT · DEVELOPMENT THROUGH EVERYDAY ACTION
We support HR in building a habit of employee proactivity. We provide the method and tools and lead incubation in line with your organisation’s goals. Employees develop agency through their own initiatives, whose visible outcomes inspire others.
Everyday factory practice. Six years of research.
Darek Dziuba built the foundry in Macedonia and managed it for 10 years.
6 years of research300,000 behavioural measurements
The mechanism has been operating autonomously for over 3 years in the Macedonian organisation.
Darek Dziuba built the foundry in Macedonia and managed it for 10 years. There, together with the team, we developed the ZX-Agent method through six years of research and 300,000 behavioural measurements.
Each implementation provides a visible example of action and material for brief microfeedback. With 2,500 initiatives a year, employees repeatedly encounter the outcomes of others’ actions. This scale supports observation, imitation and further initiatives, without constant mobilisation by managers.
AN INTERACTIVE JOURNEY · 36 MONTHS
Month 0
See how a habit of innovation takes shape, develops and becomes established over 36 months.
We create the conditions and launch the first initiatives.
Initiatives inspire more people and teams.
The habit becomes part of the culture and drives further change.
Current stage
We create the conditions and launch the first initiatives.
Concept illustration, not a forecast. Metric values and milestone timing are illustrative.
THE MECHANISM WE DEVELOP
Microfeedback is brief, positive feedback based on an implemented initiative. It helps people recognise the value of an action, learn from it and inspire others.
An employee notices a situation that can be improved.
The assistant helps check the agreed criteria; the employee implements an allowed change.
The result is reported and can be shared with others.
Brief feedback highlights the value of the action and can inspire others.
Visible examples and further initiatives help develop proactivity as an everyday practice.
The mechanism rests on two principles: cost-free initiatives and motivation that comes from taking action.
0 zł
We focus on improvements employees can implement without additional spending, within agreed boundaries of autonomy.
For the directorEmployee knowledge becomes improvements without additional spending on their implementation.
0 zł
The reward is a sense of agency and influence: “I did something. I can see the result. I make a difference.” This experience supports intrinsic motivation.
For HRActivity supported by personal achievements and others’ examples, without repeated bonus campaigns.
Many small actions create many visible results.
Employees inspire one another, repeat actions and gradually establish a norm of proactivity. This is how we develop a self-sustaining social movement mechanism.
VALUE FOR PEOPLE AND THE ORGANISATION
Employees learn through their own initiatives and see their impact.Microfeedback relates to employees’ actual initiatives, helping them recognise their impact and improve subsequent actions.
Visible outcomes and microfeedback support regular action.Visible small successes and feedback support intrinsic motivation and consistency between training and HR campaigns.
HR gains skills to lead the process in line with its goals.Designated people learn microcoaching and system configuration. HR can use the mechanism for its development goals.
Individual development through action. Microfeedback relates to employees’ actual initiatives, helping them recognise their impact and improve subsequent actions.
Activity sustained day to day. Visible small successes and feedback support intrinsic motivation and consistency between training and HR campaigns.
Skills for supporting habit development. Designated people learn microcoaching and system configuration. HR can use the mechanism for its development goals.
Employees apply their knowledge close to everyday work.More scope to use the knowledge of people closest to everyday work.
Rules distinguish independent actions from initiatives needing supervision.A distinction between independent action and initiatives requiring decisions and supervision.
Implemented initiatives can be assessed against business objectives.Joint assessment of how employee autonomy and implemented initiatives support the plant’s operational and cost objectives.
Small problems solved close to the process. More scope to use the knowledge of people closest to everyday work.
Clear boundaries of autonomy. A distinction between independent action and initiatives requiring decisions and supervision.
Assessment of operational and cost effects. Joint assessment of how employee autonomy and implemented initiatives support the plant’s operational and cost objectives.
The mechanism does not rely on a bonus for every initiative. It develops a sense of influence, visibility of outcomes and recognition.
SCOPE AND PRICE · ORGANISATIONS OF 150–300 PEOPLE
From PLN 190,000+ VAT for the entire programme
The service includes our team’s work and access to our tools.
Designated people learn by observing our work and take over tasks when ready. Your organisation sets the boundaries of autonomy; employees implement initiatives within them.
Together, we select the area, criteria and initial team. ZX-Agent prepares participants and delivers microcoaching. Initiatives needing supervision go to the appropriate teams. Around 15 minutes a day refers only to microfeedback at roughly 1,000 initiatives a year, after the person is prepared for that role. Detailed responsibilities are agreed before implementation.
FROM INCUBATION TO AUTONOMY
Three years allow a progression from initial actions through regular activity to established habits and the transfer of skills. Each stage has a distinct goal.
An initial team, agreed rules and first implemented initiatives.
Activity in the initial team, first implementations and working tools. We discuss whether the scale supports extending the process.
Preparing the starting area and launch criteria. Designing microactivities using the B=MAP Behavior Model (B.J. Fogg).
Selecting around a dozen participants based on personal predispositions and organisational roles. Launching an initiative network using the Dual Operating System (John Kotter).
Short individual meetings and preparation of initial tasks. Strengthening self-efficacy (Albert Bandura).
Designing conditions that support autonomy, competence and relatedness — Self-Determination Theory (Deci, Ryan).
Configuring measurement tools and launching the tool for managing microactivities.
Launching the prompt engine and microfeedback. Designing feedback using Feedback Intervention Theory — FIT (Kluger, DeNisi).
Numerical goals are indicative and adapted to the organisation, group and area.
Microinitiative processing tools in operation
Microfeedback tool in operation
Around a dozen active people
At least 100 implemented microinitiatives
At least 1,000 microprompts based on microfeedback
Consistent activity by more people and mutual inspiration to take initiative.
Consistency of initiatives and involvement of more people and areas. We assess whether activity is sustained and supports consolidation.
Once the initial team becomes active, gradually extending the initiative network to more people and organisational areas.
Making initiatives and small successes visible: observational learning and behavioural modelling (Albert Bandura).
Shaping norms for taking initiative (Cialdini, Reno, Kallgren).
Collecting the first activity data at greater scale. This data feeds the heatmaps and behaviour pattern analysis, enabling the engine — a prompt amplifier — to adjust prompts automatically every 24 hours.
Numerical goals are indicative and adapted to the organisation, group and area.
At least several dozen participants
At least 1,000 implemented initiatives
At least 10,000 microprompts based on microfeedback
A habit of proactivity as everyday practice, and skills to sustain the mechanism independently.
Consistency, autonomy and quality of implemented initiatives, and readiness of designated people to take over skills.
Habit formation through repetition in a stable context (Phillippa Lally and colleagues).
Proactivity as a keystone habit (Charles Duhigg).
Adjusting prompts and microfeedback to behaviour patterns. Strengthening autonomous motivation and internalisation — Self-Determination Theory (Deci, Ryan).
Introducing supporting tools: self-directed learning, individual 3S and individual gamification.
Shifting the emphasis from activation alone to employee development and improving the quality of implemented initiatives.
Numerical goals are indicative and adapted to the organisation, group and area.
A self-sustaining mechanism of employee activity in which taking initiative becomes a social norm within the organisation
Thousands of independently implemented initiatives per year
The technology analyses activity in the tool every 24 hours and adapts prompts based on behavioural patterns. HR can observe changes in the regularity and autonomy of actions and use this information when evaluating development efforts.
Example map · Week 0
Measurement every 24 hours
Watch the patterns emerge.
Illustration of the map in use · fictional data and people. A change in activity is a prompt to talk and check the situation.
The starting point is people development and regular behaviour. Microinitiatives provide experiences that build agency and habits; not every initiative is an innovation. If suggestion or Lean programmes already exist, we discuss how they sit alongside incubation.
Agreed company criteria set the boundaries. The assistant guides verification but does not replace employee authorisation or safety and quality assessment. Initiatives requiring supervision follow RiskTrack.
Regularity and autonomy of activity, the quality of implemented initiatives and readiness of the people taking over the process. How to assess operational and cost effects is agreed for your organisation.
Authorised people according to configuration, particularly the culture moderator providing microfeedback and designated HR staff. Data scope, retention and usage rules need to be agreed before employee data processing starts.
Yes, subject to certain conditions. We discuss the details at a meeting.
The aim is established behaviours and skills for sustaining the mechanism. Your organisation may also use other tools; continued use of our technology is not necessary to sustain the habit itself.
Consider inviting HR and the director. We start with your situation, rather than a decision to buy the full programme.
The aim is to establish whether to explore implementation in detail and what needs to be clarified first.
Share a short summary and propose a joint discussion about the method’s suitability.
