I advise on complex learning and change projects, often when an organisation wishes to get better at delivering social, environmental or business goals and wants to engage employees, funders and wider stakeholders in considering how to create lasting and meaningful improvement.

I draw heavily on participatory approaches such as Action Research (combining action +research ‘by people, for people, with people’) which seek to find a place for everybody’s perspective on what is happening and needs to happen, in an organisation.

I’m also experienced in statistical and psychometric approaches which, when appropriate, can be a useful starting point to open up wider and open discussion in a system.



Areas of work include


Culture, engagement and satisfaction surveys can be a useful first step in painting a picture of underlying patterns and dynamics in an organisation or department. They also begin a proper conversation about ‘how things are for us around here’. These are best followed up with interactive, reflective and dialogic processes – i.e. supporting people to talk openly and honestly about the picture portrayed by the graphs and what that means to them.

Examples include:

  • Long term project for large multinational using employee satisfaction surveys, leading to multiple dialogue events and leadership development programmes to address the ‘hard to solve’ cultural patterns revealed.
  • Culture and satisfaction survey work for large media corporation and medium sized professional services firm.


Collaborative learning approaches involve an organisation as researchers into their own patterns, projects and changes. This approach deliberately blurs the roles of external researcher and internal employee.

It invites everyone involved in a project or organisation to contribute their own experiences and views and to become curious and open to where there are differences as well as where a shared picture emerges.

This approach is a powerful way of sharing learning from a complex change programme and of helping a team, department or organisation honour and share more widely its story and its learning as a guide and tool for others.

Examples include:

  • Collaborative research and report (‘learning history’) on learning and good practice, for a national vulnerable people charity moving to a new structure with self-managed teams.
  • Collaborative learning history involving both management running a youth mentoring project and the young people being supported – to build a shared story about the successes and challenges it faced in delivering its vision.


Combining quantitative and qualitative research and analysis with facilitated reflection on findings is a very powerful way of understanding deeper dynamics involved in complex programmes and taking appropriate action in response.

Examples include:

  • Evaluation and strategic input for global NGO delivering learning programmes to engage corporate employees with climate change action.
  • Research and advice for government agency developing its capacity and culture to lead with impact on new government environmental change policies.
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