HOW WE WORK
Four commitments shape every engagement. They are also the reason we sometimes tell an organisation that the piece of work it has asked for is not the piece of work it needs.
WHAT WE DON'T DO
Our training is designed as a full day, and where a full day away from the floor is not workable it can be split into two half-days. It is usually delivered to multiple cohorts across an organisation, with a scoping conversation beforehand and written follow-up afterwards. Authentic and meaningful change requires a structured journey with a client, not a one-time intervention. An hour can raise awareness; it cannot change how an organisation makes decisions, and we would rather say so at the outset than take on work that cannot deliver what it promises.
Worked this way, the result is a healthier and more genuinely inclusive organisation, one that can sustain the change after we have gone.
OUR COMMITMENTS
WHAT AN ENGAGEMENT LOOKS LIKE
We do not deliver lunch-and-learns, one-hour awareness sessions or drop-in workshops.
Evidence before recommendations
We do not arrive with a framework and fit your organisation to it. We find out what is happening first, and the recommendations follow from what we find, including when that is inconvenient.
Cultural humility is a method
It means treating your organisation as the expert on its own context while remaining rigorous about power. Practically, that means listening structurally: to who speaks, who is believed, and who is absent.
Systems, not individuals
Most inequity is produced by structures working exactly as designed, not by badly behaved people. We look at policy, process and decision rights, because that is where change is durable.
Built to outlast the engagement
We leave behind tools, frameworks and internal capability rather than dependency. If you need us indefinitely, we have not done the job.
1. Scope
A conversation about what you are trying to understand, followed by a written proposal with a defined question, method, timeline and cost.
2. Enquiry
Fieldwork: interviews, focus groups, document and policy review, with ethical safeguards appropriate to who we are speaking to.
3. Sense-making
Analysis, then a session where we work through the findings with you rather than presenting them at you.
4. Handover
A written report with prioritised recommendations, plus whatever tools or frameworks let you carry the work on yourselves.
TELL US WHAT YOU ARE TRYING TO UNDERSTAND
Describe the problem rather than the solution you think you need, and we will tell you honestly whether we are the right people for it.
