We've built up a library of over 100 solutions over the years.  They fall into the following primary domains:

1. Person|People Solutions: For improving individual and collective engagement, productivity, capability, ingenuity, collaboration, leadership, performance and satisfaction.
2. Process|Practice Solutions: For improving the speed, effectiveness, efficiency and quality of processes and the practices that drive them.
3. Problem|Opportunity|Situation Solutions: For deliberately and systematically solving seemingly intractable problems, creating and capitalising on elusive opportunities and taking advantage of and turning around challenging situations.
4. Plant|System Solutions: For optimising equipment, machinery and information technology systems.
5. Product/Service Solutions: For deliberately accelerating the evolution of products and services.
6. Project|Programme Solutions: For enhancing, accelerating, streamlining and energising project and programme performance.

1. Dramatic improvement is eminently possible in EVERY situation - without exception.

   It doesn't matter how challenging the situation is - or how much time we have - we can always secure dramatically better outcomes and experiences than we are currently securing.   It's perfectly - unavoidably - natural to be skeptical of this claim, but it is demonstrably, unequivocally true.

   There are no exceptions: every single situation can be improved dramatically - no matter how intractable it may seem.

2. The key is LEVERAGE: the more challenging the situation, the greater the leverage opportunity.

   Dramatic improvement arises from leverage.  If things improve dramatically, leverage must have been employed.  If leverage is employed advantageously, the improvement will be dramatic.

   Truly challenging situations are challenging because of dynamic complexity - strong and complex interactions between the elements of the situation.  So the more challenging the situation (the greater the dynamic complexity) the greater the leverage.  And the greater the leverage the more dramatic the potential for improvement.

   There is no limit to leverage, because reality is infinitely leveragable.  The key to dramatic improvement is to find the leverage points and figure out how to use them to secure the improvements we seek.

3. The problem is, WE CAN'T SEE the leverage points – not that they aren't there.

   There is always another level of leverage – hidden, in plain hindsight, in the reality beyond the one we can currently see. The problem is that we can't see those leverage points, until we see them, because they are beyond our current capability to see - not because they aren't there.

   One of the primary reasons that we can't see leverage points, is because they are counter-intuitive to the previous level of insight.  It's only when we see and truly understand them that they begin to make sense.

   This is a non-trivial human-condition problem, rooted in our physiology: we don't (can't) know - or take into consideration or take advantage of - what we don't realise that we don't know we don't know.  It's called unconscious incognizance and it comes in many forms, ranging between the extremes of being unable to "see" solutions we're deliberately looking for and afterwards turn out to be in front of our noses, to  "forgetting" key elements of a situation or solution that we are intimately familiar with, but not taking into consideration at the time.

   Unconscious Incognizance is compounded by the Half-life of One Sleep problem: when we're first exposed to new insights, we lose 50% of the new insight a day, unless we recreate and reinforce the new insight.  This is because the insight is established virtually at first, commandeering existing neural networks and connections temporarily - and only gets established physiologically and "permenantly" through repetition under neuroplasticity-inducing conditions.

   It's harder to overcome unconscious incognizance than one might think, because we're already doing the best we can to gain deeper insight – and are easily convinced that, because we can't see beyond the leverage points we've already identified, no further leverage points exist.

   We're perpetually trapped within our own thinking. We think we're seeing reality as it really is, but we're really only seeing what we're able to see, recognise and make sense of.  And every time we escape one layer of unconscious incognizance – an escape which comes about only when a specific combination of "crucible" conditions exist – we find ourselves trapped in the next level of insight. And the cycle repeats. Infinitum.

   So we settle – individually and collectively – for mediocrity, because it seems the best - the only - option we have.

4. The solution is to use Universal Leverage Patterns as congnitive scaffolding to find the next level of leaverage opportunities.

   Dynamically complex adaptive systems (which is what challenging situations are) are made up of repeating patterns.  We seldom see the patterns, because our education system doesn't teach us to look for patterns when we get stuck.  Instead it teaches us to analyse (break things into their component parts), which makes the interactions and the patterns across them even harder to see.  The patterns that we're most interested in are dramatic improvement (leverage point) patterns, of course.  

   The thing is that, although unconscious incognizance prevents us from seeing the next-level leverage points themselves, it doesn't prevent us from seeing the repeating patterns that they follow.

   Once we can see the patterns across the challenges we face - and the patterns across the interventions we can think of (especially the counter-intuitive ones) we can use these patterns as templates and exemplars – cognitive scaffolding – for finding the next-level leverage points. This enables us to effectively overcome the unconscious incognizance problem, by giving us the form of what we don't know, so that – in a sense – we now know what we don't know looks like.  And, because the patterns repeat throughout the situation, we'll discover that the new leverage points will incorporate key elements of the patterns we already know and use - arranged in a slightly different - counter-intuitive - way. 

Pattern Thinking

Our foundational technology is Pattern Thinking, which enables us to identify productivity patterns that relieve the performance and satisfaction constraint in complex and challenging situations.

We get the results we get because we help our clients intervene at the end-to-end performance and satisfaction constraints - which is where the primary leverage points for improvement lie.

Pattern Thinking enables us - and anyone who uses it - to deliberately and systematically identify the contraining pattern and develop small, counter-intuitive changes in approach that have a disproportionlately large and self-reinforcing impact on end-to-end performance and satisfaction.

Find out more about Pattern Thinking here: http://patternthinking.com.

Solution Library

We've built a large and increasingly comprehensive library of breakthrough solutions to the seemingly unsolvable problems that hold people, organisations and our civilisation back.  These solutions are solution-patterns for the common human-condition problems people face in organisational settings.

We work with you and your team to adapt, apply, enhance and add to these solutions for your organisation and situation.

Creating a Pull-System for Change

Our approach deliberately and systematically creates a compellingly attractive pull-system for change that people embrace with enthusiasm, because it taps into their (often dormant) hunger and passion for impact and making a difference.

Pull-systems are orders of magnitude more effective, efficient and sustainable than even the most well-intentioned coercive push-system for change that people can't help but resist with a vengeance; can't sustain for any duration of time and; become innoculated against into the future.

Impact Illustrations

(so that you can see that this claim is more than hot air)

Details | Clients | Testimonials

Think it's not possible in your situation?

We all think that - at first!  Dramatic improvement insights and solutions are always counter-intuitive - which makes them invisible: until we see them.

Dramatic improvement is eminently feasible in every single situation.

The key

The key to dramatic improvement is to use hidden, obvious-in hindsight - performance levers.

The trick is to find them: it's not that hard when you know how.

How we can help you

We can help you find and use the hidden, performance levers within your situation.

It's a lot quicker, easier and less expensive than you might think.

Is this for you?

It is if you:

1. Want or need significantly better outcomes than you're currently confident of getting and
2. Are prepared to stay focused on the (initially, counter-intuitive) things that govern those outcomes.

What are you looking for?

Prodsol Services

Get in touch to explore the opportunities for dramatic improvement within your organisation or department...or come along to a Dramatic Improvement Academy Meetup. It's free.

Dramatic Improvement Academy
Next Meetup: Review Session 9 February 2017 at 6:15pm Freemans Bay Community Hall