Services
Let the question shape the work
A difficult decision, a change that is not working or problems in a team? We start by discussing the question. Then we agree what the work involves and what to expect.
Describe the situationStart from the seven areas of expertise
The three routes
What we can do
A · Decision Review
One decision, examined
An independent challenge of the evidence behind one consequential decision. You receive a written Decision Brief with rival explanations, the signals that tell them apart, a threshold for acting and the conditions for reversing. The decision stays yours.
Further support is optional and discussed separately.
Useful when: a decision divides opinion and a wrong move would be difficult to reverse.
We agree the scope and approach in advance. Read more about the Decision Review.
B · Behaviour & change intervention
Behaviour in practice
A diagnosis of why behaviour is not changing, one or more small reversible changes, support during implementation and an outcome check against a baseline. For human behaviour, safety, organisational change and performance.
Useful when: a decision is not being put into practice or a problem keeps returning.
Related areas Behaviour change, Safety, Change management.
We agree what the work involves and how to review progress before starting.
C · Leadership & human dynamics
Leadership and teamwork
A diagnosis, followed where it is called for by leader or executive coaching, work on team communication, mentoring, conflict or emotion regulation. Fixed objectives and a fixed time window, with criteria for stopping or handing over.
Useful when: the question concerns leadership, teamwork, disagreement or coping with pressure.
Related areas Leadership, Coaching & mentoring, Communication, Emotion regulation.
We agree the goal and approach together, with room to adjust.
The seven areas of expertise inform our work. You can also get in touch with a specific question without choosing a service first.
Which route?
Familiar situations
| Your situation | Route | Why |
|---|---|---|
| A board must choose between two options and the managers disagree about the cause. | A · Decision Review | The uncertainty is about a decision, and a decision can be tested before it is taken. |
| A new procedure was agreed three months ago and is not being used. | B · Behaviour & change | The decision is made. The open question is which mechanism blocks it. |
| Near misses are not reported, or a safety rule is skipped. | B · Behaviour & change | The work is on the setting, voice and the leader’s first question, not on a lecture. |
| A newly promoted leader is struggling. | C · Leadership & human dynamics | Diagnosis first, then coaching if it is the right fit, with an end date. |
| Two experienced colleagues no longer work well together. | C · Leadership & human dynamics | Pattern and role clarity first. Mediation only if appropriate. |
| You are not sure whether the real problem is the plan, the people or the process. | A or C, after a short talk | We discuss which form of support would fit, or whether something else is needed. |
Principles
How we work
- A named problem that can be checked against behaviour or outcomes.
- Rival explanations, with the observation that would separate them.
- A written prediction before any change is made.
- A small, reversible first step where possible.
- Stopping and hand-over rules, agreed at the start.
- An ethical review of who gains, who pays, who was asked.
- Confidentiality in writing, including what leaves the room and what does not.
- An outcome check against a baseline, with a promise to look rather than a promise of a result.
The reasoning behind this is set out in the approach, the research programme behind it in our science pages, and the ethical thresholds in Ethics.
How an engagement starts
- A first messageA paragraph: what is happening, who is affected, what you have tried. Leave out names and sensitive details. What to include.
- A conversationTo see whether there is a fit. If another form of help would fit better, we can discuss that.
- A written proposalScope, output, the outcome check, stopping rules, confidentiality and fee. Nothing starts before it is agreed.
- The work, with a look backAt the end we compare with what we predicted, and say what held and what did not.
Scope
- We cannot guarantee outcomes. We agree in advance how to review the approach.
- Offer therapy or treatment, or act as a formal mediation service.
- We work within our professional and contractual responsibilities.
Get in touch
Send a short description of your question, even if you are not sure what kind of help would be useful.