Decision-Making

Human values can be manifested in what we believe, what we feel and what we say. However, the most important manifestation of our values is the choices we make, the decisions we make.

Decision-Making is about:

  1. The ability to accurately observe what is taking place in a situation or circumstance
  2. The ability to determine a best solution to a situation
  3. The ability to move to execute the best solution

Decision-Making is to see, to determine and to do

We examine with our clients what can directly impact that decision-making and improve the quality of the outcome.

Behaviour

Poor decisions can be made by teams whether they are executive teams or sporting teams as a result of the dynamic of the group. Fear/passive or aggressive controlling behaviour will prevent good decisions.

We assess and design strategies for teams to work together more effectively and achieve synergy. We ensure that their interactive efforts have a greater impact than the sum of their individual efforts.

  • A team working in synergy will achieve at least a 50% better performance and result.
  • We help identify what is helping and hindering the team in its efforts to achieve an enhanced performance.
  • The quality of the performance is about the interpersonal relationships and rational thinking.

Leadership

Leadership can be defined and executed in a number of different ways.

  • We help leaders strengthen their thinking and behaviours that promote their effectiveness and realise their potential.
  • We measure the thinking and behaviour of a person.
  • We provide highly personalised feedback on how their ways of acting and reacting to people and situations shape their effectiveness.
  • Drawing from a large database of information on leaders’ behaviour, a detailed feedback report is generated that describes the relative effectiveness or ineffectiveness of the leader’s patterns of behaviour.

Organisational Culture

Culture has greater impact on success than talent does.

Quantifying and managing organisational culture is critical for bringing an organisation’s values “to life,” supporting the implementation of its strategies, and promoting adaptation, goal attainment, a winning performance and sustainability.

Behavioural norms have a significant impact an organization’s ability to solve problems, adapt to change, and perform effectively at the top level.

 

Organisations dedicate significant resources to developing structures and systems (e.g., performance management) on the one hand and measuring outcomes (e.g., engagement and service quality) on the other. However, it is essential to understand the factors in the middle of the equation—culture and the behaviours you’re trying to drive—to ensure that initiatives are in alignment with values and will move the organisation toward its mission.

More generally, you need confirmation that the culture is one that is proven to be linked to high performance. But where do you begin? It makes sense to start things off with the metrics provided by a statistically reliable and valid survey. Numerous research studies demonstrate the importance of measuring and managing culture.

At the organisational level, research shows a relationship between right culture and outcomes including a winning performance, increased net profits, employee engagement, safety and reliability, successful merger integration, creativity, adaptability, and customer satisfaction.

We provide organizations with a visual profile of their operating  and ideal cultures in terms of the behaviours that members believe are required to “fit in and meet expectations.” We also look at how effective the current culture is proving to be.

We provide:

  • Measures behavioral norms and expectations that have a well-documented impact on performance.
  • Provides a reliable, valid, and true measure of culture—clearly distinguishing culture and climate as distinct yet interrelated organizational variables.