Tools & Methodologies

We believe in a solid theoretical basis of our interventions. Below we have outlined some of the key tools and methodologies that we use in our programs. Nevertheless our view is that a model serves as an enabler for effective dialogue - nothing more and nothing less. Have a look at tools we use in our programs for culture, team development, change or in general.


Culture model (Schein): the 'onion' model on culture: outlines the different layers of culture : artefacts, norms and values, basic assumptions and its implications

Seven Dimensions of Culture (Trompenaars):  provides a framework for understanding cultural differences based on seven dichotomies that manifest themselves across cultures

Vision Framework (Collins & Porras): successful companies have created a vision framework that consists of two key elements: what do we stand for? what do we go for?

Values-to-Behavior: process to discuss and agree the most important desirable and undesirable behaviors based on the company values, creating a team charter for future reference

Team Development: 

Insights Discovery: an instrument for understanding preferences of personalities and teams using an internet-based questionnaire and colour coding system

Dysfunctions of a team (Lencioni): a model for assessing team dynamics based on the five elements of dysfunctional teams 

Team Roles (Belbin): a model for understanding team roles and how these complement each other to facilitate effective collaboration in the team


Managing Transitions (Bridges): a three stage model that focusses on the psychological transition that we often go through in change processes

EQ-i Emotional Intelligence (Reuven Bar-On): a global measurement system for Emotional Intelligence based on 15 elements of EI, such as Empathy, Stress management, Happiness etc.

Dilemma Reconcilation (Hampden-Turner): methodology that integrates two seemingly opposing propositions ('through-through') instead of polarsing or choosing one options over the other ('either-or)


Appreciative Inquiry (Cooperrider e.a.): methodology that starts with what is going well - rather than what needs to be improved - and how this could be further developed

Fair Process (Van der Heyden): research has shown that people do not only care about the outcomes, but also about the fairness of the process to come to these outcomes.

Advocacy and Inquiry (Senge): understanding the impact of communication styles and that most effective dialogue takes place using both elements of advocacy and inquiry

Non-cognitive interventions: self-portraits, future images of the organisation, representative objects, constellations. etc.