Research-Informed Consultation

This approach is for:

• Situations where transformation initiatives keep getting reabsorbed despite stated commitment and allocated resources
• Sensing that institutional responses have become ritualised, but are unable to articulate the pattern
• Noticing mode-mismatches between different parts of the organisation or between stated strategy and lived reality
• Needing to understand why conventional approaches keep producing the same outcomes

What this involves:

Bringing pattern recognition across governance systems to your specific situation. This means examining how your organisation metabolises change, where its architecture creates blind spots, and what gets systematically excluded from consideration. The work makes visible dynamics that participants often feel but can’t see from within the system.

What you gain:

Not recommendations for what to do, but diagnostic capacity – the ability to recognise patterns in your own governance responses, see the modes different sub-systems occupy, notice where architecture constrains what’s thinkable. This foundational understanding informs alternative or additional approaches to navigating strategic challenges.

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