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  • Integrating Good Science and Good Business - We strive to help organziations integrate the hallmarks of science with the demands of business. From a science perspective, our expertise and approach leverage (1) a body of knowledge regarding evidence-based approaches (what works, when it works, and why it works) and (2) a systematic approach to understanding the issues and mechanisms of a problem. From a business perspective, we constantly strive to ensure that our efforts reflect (1) the practical demands of the business world (2) demonstrable results, (3) efficient, cost-effective delivery, (4) clear communications, and (5) focus on the customer.
  • Integrating Competencies - Over twenty years of experience have taught us (1) that no one discipline or approach has a corner on the ability to impact organization effectiveness; and (2) which disciplines have the diverse yet complementary perspectives that best contribute to our values and approach for helping organizations. As a result, the solutions that we provide are grown and tested from a variety of perspectives. Furthermore, our associates possess the skill sets required to help implement those solutions in often complex and dynamic organizations. 
  • Integrating Techniques/Tools - Organizations sometimes suffer from the "I have a hammer then every problem is a nail"  syndrome. Comfort with a specific technique drives how a problem is defined and or which solution is identified. A far better approach is to objectively investigate the specifics of the problem and allow reasoned evaluation of multiple approaches/techniques to ultimately identify the alternative that works best. 
  • Integrating Efforts Across Levels and Sub-Units - Most organizations are composed of several "mini organizations". The most readily apparent of these are represented by the organizations' various sub-units and hierarchical levels. In our experience, the most powerful and long-lasting organizational improvement solutions address issues across these mini-organizations. This is the case even if it requires different, yet integrated, approaches at the various sub-unit or hierarchical levels. This approach results in greater understanding of the issues, greater ownership of the change, and greater synergy in the implementation and performance phases. 
  • Integrating New Efforts with Existing Goals and Initiatives - Two simple organizational realities are (1) organizational resources are finite and (2) success builds momentum. The implications are twofold. Where possible, build on existing priorities, initiatives, and processes, particularly those that are already accepted as relevant and or successful. This helps people see change efforts as part of an ongoing process to improve central and important aspects of the organization; instead of the "flavor of the month" that adds one more new thing to their already full plate. A second implication is to identify measurable milestones and ensure acknowledgment of their accomplishment. 
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