distinctive features

There are a number of distinctive features to our consultancy:

1. NEW CLIENTS ARE ONLY ACCEPTED ON THE RECOMMENDATION OF OTHER CLIENTS

The reasoning behind this is that previous clients provide an unimpeachable understanding of the style and approach that we utilise for problem solution. Previous clients are able to pass on their experience of the approach – and the results they achieved – to potential new clients; and are, therefore, the ideal source of referral to us.

Because our approach to problem solving is so different to traditional methodology, we have found that those expecting a more conventional line of attack were so frequently disorientated by the starting point chosen for analysing the problem; and by the principles underlying the solutions developed.

2. PREVIOUS ATTEMPTS AT SOLUTIONS ARE CAREFULLY EXAMINED

Most of our clients have, before contacting us, already tried to resolve difficulties utilising conventional, logical and reasoned approaches. The fact that these had not been successful is not a signal to repeat the interventions with greater force… nor is it a signal to introduce more unsettling sanctions. We examine the attempted solutions carefully. They are crucial data points that provide an understanding of what is going on. They are not, as most of our clients seem to feel, ‘failed’ efforts. The unsatisfactory outcome simply means that clients did not sufficiently address the world of the other side; or of the situation: There was clearly a need for a different line of attack.
The most effective approaches are so often counter-intuitive; and further, in many situations, solutions that have been previously introduced keep the problem going. By challenging the rationale for these past endeavours, the log-jam preventing change can often be readily unblocked.

3. WE DO NOT “PATHOLOGISE”

No matter how ostensibly bizarre, threatening or apparently unreasonable the other party’s actions may appear, the starting point for us is that they will be working from a reasonable (to them) agenda. If, of course, it becomes clear that they are not so doing, obviously the strategy we suggest has to take this into account!

However, we have found over the years, that although the behaviours or responses of others may seem (to those on the receiving end) to be extreme, starting off with the view that the other party is ‘unreasonable’ or ‘difficult’ restricts options. The key element for us is that the difficulty is best sorted out by looking at what things mean to the other side…not what things mean to us.

If it is evident that it might not be in the other side’s interests to develop a resolution that meets our needs, then understanding their world becomes all the more important.