Services

What We Do

We help organisations build the architecture for sustained high performance — not through top-down programmes imposed on people, but through partnership structures that dissolve conflict at source and release the energy currently lost to it.

Our work is grounded in The 3Cs Model (Commercial Responsibility, Customer Value, Culture working in synergy) and the HPtE Strategy® — a methodology developed and tested across complex, unionised environments where the stakes are real and the politics are sharp.

Five service areas. One integrated methodology. They are designed to be entered at any point — most people start with the free resources and go further only when the method has proved itself.

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1. Resources

Free and open access. This is where the methodology is explained in full, without a gate in front of it.

• Rising Above the Clouds — the book teaching the Perry Approach to the Evaporating Cloud Method, the process at the heart of HPtE facilitation. Free, and a living book rather than a fixed edition.
• The cloud library — a growing collection of dissolved conflicts drawn from real sessions, so you can see the method working on problems other people actually had
• Articles and case material — on the 3Cs Model, the Conflict Tax, the Conflict Zones, and HPtE Strategy® in practice

Start with the book. It costs nothing, and it will tell you quickly whether the method does what it claims.

Read the book free →

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2. Workshops

Time in a room, working a real problem. Most organisations meet the methodology this way first.

• Discovery workshops — half-day or full-day introductions to HPtE Strategy® and the 3Cs Model for leadership teams and union representatives
• Conflict Tax workshops — mapping where conflict is currently draining time, trust and money, and what it would be worth to dissolve it
• Methodology immersion — deeper sessions on the Evaporating Cloud, Interest-Based Problem-Solving and the TOC thinking tools
• Master classes — advanced sessions for experienced practitioners developing their own facilitation
• Bespoke workshops — designed around a live problem your organisation is already carrying, rather than a worked example

We actively welcome management and union representatives attending together. The methodology works on the relationship, so the room should hold both sides of it.

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3. Online Training

The practitioner pathway, delivered online and worked at your own pace, alongside a community practising the same method.

• The Practice — RIC, the Rapid Improvement Coach, working real problems with you whenever you need it; weekly Conflict Club sessions; and the cloud library
• Thinking Coach — Life Styles Inventory™ 1 and 2, understanding your own thinking and behaviour patterns before you work with anyone else’s
• Conflict Club Host — developing the capability to host others to think, and to run your own sessions
• HPtE Practitioner — the facilitator levels, for those installing the architecture inside organisations. By application.

This is training that builds a practitioner rather than issuing a certificate. Your work demonstrates your capability, not a badge.

See the practitioner pathway →

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4. Facilitation

Conflict in organisations isn’t a people problem — it’s a structural one. We facilitate sessions that dissolve conflict by surfacing the assumptions that sustain it.

Our core methods:

• HIT (High-performance Improvement Team) sessions — structured, time-boxed group problem-solving that produces actionable outcomes in hours, not months
• Interest-Based Problem-Solving (IBPS) — moving beyond positions to the interests that actually drive decisions
• Evaporating Cloud and TOC thinking tools — making the invisible trade-offs visible so groups can break through, not compromise
• Rapid Improvement Sessions (RIS) — intensive, focused interventions for issues that can’t wait for the next governance cycle

We don’t mediate. We don’t split the difference. We dissolve the conflict so both sides get what they actually need.

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5. Consulting

Longer engagements, where the work is to design the architecture and then help an organisation run it themselves.

Partnership design and governance

Most organisations don’t lack goodwill — they lack architecture. We design and build the partnership structures that turn goodwill into sustained performance.

• Steering Group and Sub-Delivery Group design — establishing the governance that holds partnership accountable and visible
• Co-Lead models — structuring joint union–management ownership of improvement work
• Charter and terms of reference development — getting the rules of engagement right before the pressure hits
• Enterprise scaling frameworks — extending partnership architecture from pilot to organisation-wide operation
• Facilitator development — building the internal capability to run HIT sessions, IBPS processes and improvement cycles without us

Whether you’re starting from scratch or rebuilding after a breakdown, we design structures that survive contact with reality.

Strategic diagnostics

Before you can improve performance, you need to understand where the energy is going. Our diagnostic work reveals the patterns — in thinking, leadership, and culture — that either enable or obstruct high performance.

• Organisational culture assessment — understanding the actual culture, not the aspirational one on the wall
• 3Cs health check — diagnosing the synergy (or lack of it) across Commercial Responsibility, Customer Value, and Culture
• Conflict mapping — identifying where the Conflict Tax is highest and where dissolution will have the greatest impact
• Strategic readiness assessment — evaluating whether your organisation has the conditions for partnership to take root

Diagnostics without methodology is just measurement. We diagnose in order to act.

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How We Work

Every engagement starts with understanding your context — your industry, your history, your politics. We don’t arrive with a pre-packaged programme. We arrive with a methodology and the experience to apply it where it matters.

Our work spans private sector, aviation, and public sector organisations. We have particular depth in complex, unionised environments where the conventional approaches — impose, negotiate, compromise — have already been tried and found wanting.

The common thread: organisations that are ready to stop managing conflict and start dissolving it.

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Ready to explore what partnership architecture could look like in your organisation?

Make contact via LinkedIn.