How We’re Different
With roots in the tradition of organizational development through action research, the essence of our approach draws on the work of pioneers like Kurt Lewin, Chris Argyris and David Kolb, and a long line of successors that include Ed Schein, Peter Senge, Claus Otto Scharmer and many others. There are, however, three distinguishing features of our approach. The first is ‘what’ we focus on, namely, decision-making. The second is ‘how’ we then help people improve their decision-making, which is by designing our learning experiences as simulations of real-world business challenges. The third feature that sets us apart is our ‘team-based’ approach to learning.
Why this emphasis on decision-making? The knowledge and skills needed in business are constantly evolving, but one point that remains constant is the ability to make good decisions under time and budget pressures, to prioritize the options and choose the most valuable one.
Why the emphasis on learning by engaging in real-world simulations? The ability to make good decisions is not best acquired by listening to a lecture or analyzing a case study – it’s something that honed through cycles of trial and error in a safe environment where people can learn from their mistakes and about their tendencies through reflection and open discussion.
Why use a team-based approach to learning? Simply put, even if we make particular decisions individually, we depend on others for their effective implementation. This consensus-building in turn means that we have to present our decisions persuasively and be prepared to accept decisions that are more reasonable than our own.
In short, we help our participants develop their potential by presenting them with challenging exercises in which they improve their ability to analyze situations, make tough decisions and work in teams to put the best decisions into action. We then reflect in plenary on how this learning can be applied to the real-world challenges they face in their everyday work.