Great question! Understanding how employees perceive "People Growth" can reveal a lot about your company culture, development opportunities, and alignment around talent practices.

Let me unpack this a bit to make sure I design the right research exercise for you.

"People Growth" could mean different things to different people, such as:

1. Career advancement — promotions, title changes, moving up the ladder
2. Skill development — learning new capabilities, training, expanding expertise
3. Personal development — confidence, leadership qualities, self-awareness
4. Team/headcount growth — hiring, scaling teams
5. Mentorship & coaching — helping others grow, being helped to grow
6. Compensation growth — salary increases, better benefits
7. Scope & responsibility expansion — taking on bigger projects, more ownership

What's your primary goal with this research?

A) Discover the mental models — You want to understand what people think People Growth means (mapping their interpretations)

B) Identify gaps — You want to see if there's a disconnect between what leadership thinks People Growth means vs. what employees think

C) Prioritize investment — You want to know which aspects of People Growth matter most to employees

D) Assess satisfaction — You want to understand how well people feel the company supports their growth

E) Something else — Tell me more!

Pick one (or tell me if it's a combination), and I'll shape the exercise from there.

It looks like you typed "Ф" — that might have been a typo (perhaps a keyboard switch to Cyrillic?).

Did you mean to select one of the options I listed? Here they are again:

A) Discover the mental models — what People Growth means to people

B) Identify gaps — leadership vs. employee understanding

C) Prioritize investment — which aspects matter most

D) Assess satisfaction — how well the company supports growth

E) Something else

Just let me know which one fits best! (Or type the letter)

Got it — discovering mental models is a fascinating angle. You want to understand how people conceptualize People Growth, not just what they think about it.

One more question to make sure I nail this:

Who are you interviewing?

1. Mixed levels — ICs, managers, and leadership all together
2. Primarily ICs — individual contributors
3. Primarily managers/leaders — people responsible for growing others
4. Cross-functional mix — different departments (HR, Engineering, Sales, etc.)

This helps me decide whether the exercise should surface differences in perspective across roles, or focus on depth within one group.

Perfect — cross-functional mix across different departments. This means we might uncover interesting variations in how different parts of the organization think about People Growth (e.g., Engineering might emphasize skill mastery, Sales might think about career progression, HR might focus on development programs).

Let me check what interactive capabilities I have available, and then I'll propose a few creative exercise ideas for you to choose from.

Excellent! I've got a good sense of the interactive capabilities. Now here are 3 creative exercise ideas to surface how people conceptualize "People Growth":

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Option 1: Concept Constellation

A central "People Growth" node surrounded by related concept icons (skill building, promotions, mentorship, etc.). Participants drag concepts closer or further from the center based on how strongly they associate each with People Growth. This creates a visual "gravity map" of their mental model.

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Option 2: Growth Tree Builder

An interactive tree where the trunk is "People Growth" and participants drag & drop branches to build what they see as the core components. They arrange elements hierarchically — what's foundational at the roots, what's an outcome at the leaves. Reveals structure and causality in their thinking.

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Option 3: Ingredient Mixer

A "recipe" metaphor where participants drag ingredient cards into a mixing bowl to create their definition of People Growth. Each ingredient is a concept (learning, promotion, feedback, etc.). They can add as many or few as they want, and the bowl shows what they've included. Simple but revealing.

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Which one resonates most with your research goal?

• 1 — Constellation (distance = association strength)
• 2 — Tree (hierarchy & structure)
• 3 — Mixer (what's included vs. excluded)

Great choice! Growth Tree Builder will reveal how people structure their thinking — what they see as foundational vs. outcomes, and how concepts connect.

Let me build this for you. The exercise will have:

• A tree visual with roots (foundations), trunk (core), and branches/leaves (outcomes)
• Draggable concept cards representing different aspects of People Growth
• Participants drag concepts to the zone that matches their mental model

Here's your Growth Tree Builder exercise:

🌳 Open the exercise

How it works:

• Right side: Pool of 10 concept cards (Skills, Promotion, Feedback, Compensation, Learning, Mentorship, Recognition, Well-being, Confidence, Ownership)
• Left side: Three zones of the tree:
  • Roots (Foundation) — "What enables People Growth?"
  • Trunk (Core) — "What is central to People Growth?"
  • Branches (Outcomes) — "What grows from People Growth?"
• Participants drag concepts from the pool into whichever zone matches their mental model
• Cards can be moved between zones if they change their mind
• Progress dots at the bottom show completion

What you'll learn:

• Whether someone sees "promotion" as a foundation, core, or outcome reveals a lot about their mental model
• Cross-functional differences will emerge (e.g., does Engineering put "learning" in roots while Sales puts "compensation" there?)
• The hierarchical structure surfaces causality thinking — what people believe leads to what

Give it a try! Let me know if you'd like to:

• Add/remove/change any concepts
• Adjust the zone labels or hints
• Tweak colors or layout
• Add a "submit" or export feature