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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

06 Feb

A personal perspective on Network Leadership and why ‘restless persuasion’ matters, by Mike Peckham

Almost as long as I have been a consultant I have been told that the world is more uncertain, volatile and chaotic than it has ever been.  Thirty years ago in 1989 I can recall Tom Peters[i] invoking, indeed goading, us to ‘thrive on chaos’ and how everything was moving at an exponential rate.  Bennis [...]

28 Jan

Networks – How to Exploit Our External Brain

Ethan Deviney was born without a cerebellum. The part of our brain that is found at the back of our head, where our skull curves down to meet our neck. It is a dense knot of brain tissue, which, while comprising only about a tenth of our brain’s volume, contains half of its cells. At [...]

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