How we work

Our work is informed by the following approaches:-

Appreciative Inquiry

“When working in organisations it’s all too common with teams and individuals to focus on the negatives – what’s gone wrong, what’s not working, what’s failing, what’s broken. While these are important – and need to be acknowledged – we prefer to work from a more positive standpoint. When you ask questions such as … “What’s already working well for you?; What are your successes?; Can you tell me about examples of great teamwork, communication, influence, client support, leadership? What was the focus in those instances? Can they be replicated?” … we find that participants are far more creative when imagining future possibilities for themselves and the team.”

Complexity theory

“One way we like to view organisations is through the lens of Complexity Theory, which lets us see them as complex social processes, in which the core process is communicative interaction. This lens challenges the pervasive ‘machine’ metaphor with its associated language of ‘driving’, ‘inputs and outputs’, ‘cause and effect’, ‘leverage’, ‘human resources’ and so on.”


“We’re fascinated by Groups and Teams – the differences between them and the assumptions about them. Are they of equal value and standing? Is teamwork “better”? Should groups always aim to become teams? Does teamwork invariably produce better outcomes? Are there circumstances when “less is more”? – when openness and trust are not the be-all and end-all? We talk of “High Performing Teams”, but what about “High Performing Groups”?”

Insights Discovery

Our relationship with Insights, home of the leading behavioural analysis system, Insights Discovery, goes back longer than most. Charles joined the Insights team in 1998 and stayed for 4 years during which time he managed the account with British Airways. For 17 years he’s been a member of their Accreditation Faculty, and is now seen as one of the most experienced facilitators delivering Discovery programmes. We’ve used this system at all levels within organisations – from the most senior to the most junior. And in more than 20 countries – everywhere from Chicago to Shanghai, from Jo’burg to Helsinki, and from Basingstoke to Slough.