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PSA Training and Development have been supporting managers and leaders to develop their organisations and communities since 1989.

Working in the public, private and third sector, we have had the privilege of working with hundreds of clients, including Virgin, Total, EDF Energy, RNIB, Mirus, Welsh Assembly Government and the Scottish Enterprise Network.

An understanding that we live in a hyper connected world and that neural networks are analogous to social networks. Brain activity is made possible through connecting neurons, while social activity is made possible through connecting individuals, and both are stimulated by new ideas and perspectives.

We provide coaching, facilitation and development to leaders, teams, directors and boards. Getting the right conversation into the room unlocks potential: for leaders to develop and grow and for teams and organisations to do amazing things.

By facilitating and creating connections. Whether it’s neurons connecting as an individual learns; individuals connecting in a team for higher performance; teams connecting across organisational silos; or helping people connect in communities.

OUR APPROACH
UNDERSTANDING NETWORKS We use social/organisational network analysis and community asset mapping to uncover value: identifying and then connecting individuals, teams, groups and institutions in order to facilitate the exchange of resources, skills and knowledge, between those who have and those who need. In the absence of such understanding individual, group and organisational effort can be needlessly duplicated, squandered or under-utilised. In short, network analysis allows organisations to target their finite resources to where the impact will be greatest and unlock the conundrum of doing more with less.
BUILDING LEADERSHIP BEYOND AUTHORITY None of this will happen without leadership. Left to their own devices networks develop naturally through human inclinations to associate with people who are near us or like us. While such bonds often contribute to a group’s strength, they can also inhibit communication between groups. Direction, however gentle or subtle is always required. Formal, positional leadership will remain important, but in a networked world leaders will increasingly be asked to lead without positional authority, across internal and external organisational boundaries, and in communities.
OUR BLOG

25 Mar

Homophily and propinquity are shaping your organisation… whether you like it or not! Happy with that?

Research indicates that at work more information and knowledge flows through informal social networks than through official organisational hierarchies and structures. This suggests that the formal structure of an organisation, as manifested in its organizational chart or organogram, gives little indication of how most work actually gets done, which further suggests that identifying and understanding [...]

27 Feb

Networks of Moonshine and Steam

I was working with the Consumer Council for Water this month in the heart of Birmingham. Part of the city centre is a building site at present and consequently one of my favourite statues is missing. It used to stand outside the old Register Office on Broad Street and is a gilded bronze statue of [...]

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