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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

27 Jan

Hierarchies don’t work in a fast moving and complex world. Networks do.

Hierarchies work for simple problems (known problem – known solution) and complicated problems (known problem – unknown solution), but networks are required for the complex problems (unknown problem – unknown solution), where the problem is ill-defined and possible solutions are littered with unintended consequences. To grasp the networked approach consider the development of the internet. [...]

18 Dec

How to do more stuff better in 6 steps (and the first step is too easy)

The end of the year is a time for reflections and resolutions. And not a moment too soon, because the leaders and managers I coach are very busy doing a lot of stuff with little time to think. I imagine you are the same (so I won’t burden you with a long article, just 396 [...]

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