01 OUR RESULTS / OPENING

Better ways of working.
Delivering results that matter.

Our work is directed towards the results clients need to achieve. Understanding Hidden Currents and changing how people work together are means to that end.

The examples below show how our interventions help clients change established patterns, strengthen cooperation and achieve better results—with client accounts of what they accomplished and measured evidence of changes in working relationships.

02 OUR RESULTS / A CLIENT’S EXPERIENCE

Hear a client’s experience

Sean Hegarty, Senior Project Leader in the Energy Sector, describes his experience of our work with his team.

Sean HegartySenior Project Leader, Energy Sector

03 OUR RESULTS / FOOD MANUFACTURING 1 OF 2

Food Manufacturing — 1 of 2

From “them and us”
towards more productive relationships.

Four departments at a food manufacturing site had become caught in a “them and us” pattern, marked by negative assumptions and strained working relationships. We were invited to help the site address these dynamics through a focused intergroup intervention. At a three-month follow-up, participating groups reported substantial improvements across all five relationship dimensions.

BeforeAfter · approximately three months

Candour

Objectivity

Communication

Role Clarity

Teamwork

Reported scores on the original nine-point scale.

Historical, anonymised, group-reported relationship outcomes. These are not productivity or financial-performance measures.

What results could stronger collaboration among departments make possible for your organisation?

04 OUR RESULTS / FOOD MANUFACTURING 2 OF 2

Food Manufacturing — 2 of 2

From departmental focus
to a stronger shared focus on the business as a whole.

As relationships improved across the four departments, one of the largest and most important shifts was away from departmental preoccupation with one another and towards a stronger shared focus on the business as a whole.

Shift in understanding of shared purpose

+14.7percentage points

71.1% → 85.8%

Before71.1%

After85.8%

0%100%

Historical, anonymised evidence. These figures reflect a change in how the groups understood their shared purpose.

From “WHO is right”
to “WHAT is right”.

What changed most?

The groups became less focused on one another and more focused on their shared responsibility to contribute to the effectiveness of the business and the site as a whole.

Why does that matter?

This was not just a relationship improvement. It represented a more strategic, business-focused way of thinking and working across departmental boundaries.

What would it mean for your organisation if departments shifted their focus from one another to the business as a whole?

05 OUR RESULTS / FURTHER EXAMPLES

Different sectors and settings. Similar hidden dynamics. Consistent positive outcomes.

Some further examples from different sectors and settings include:

05.1

Major Projects & Partnerships

Client–contractor relationships had become defensive and adversarial, with mistrust, defensive communication, escalation, aggressive challenge and leaders pulled into firefighting.

Our work focused on helping the project groups to surface their mutual perceptions, ventilate their frustrations to each other, clarify responsibilities together, agree decision-making protocols, and reset how they worked together — supporting less escalation, stronger shared delivery and a more unified one-project-team approach.

05.2

Medical Manufacturing: stronger cooperation across departments.

We helped nine departments move beyond blame, clarify responsibilities and develop a shared approach to performance. The business credited this work with helping lay the foundation for its successful first-time bid for the Gold Shingo Award for Culture and Performance Excellence.

05.3

Energy: three teams, one shared result.

Three teams were responsible for successive stages of an Energy Sector project. Overall success depended on each team delivering its work in a way that left the final team sufficient time to complete the project. Time lost earlier in the chain put that final delivery—and the whole project—at risk.

Our work helped the three teams develop a new “We’re in this Together” spirit: taking shared responsibility for the overall result and recognising what their colleagues further along the chain needed to succeed. This change in how they worked together helped achieve successful overall project delivery in a situation where time was critically short.

Hear Sean Hegarty’s perspective ↑

Different sectors. Different pressures. The recurring pattern is what happens between groups that depend on one another to deliver results — and what can change when damaging hidden currents are surfaced.

06 OUR RESULTS / CLOSING INVITATION