Improve foresight and avoid preventable mistakes

Pressure test your plans and strategies to draw out the best insights
from your team as quickly and as efficiently as possible.

Pressure Testing is an over-arching term that describes everything that we do. All of these tests we provide enhance your plans through rigour and challenge from across the organisation’s operating environment.

Each test delivers a different outcome.

Understanding what outcome you want helps us shape the facilitation and who should be involved.

pressure testing team

What would you like to achieve?

Do you want engagement and buy-in for your plan?

Socializing your plans within the organisation

Your plan is presented and debated through active facilitation and a tight framework.
A powerful way to communicate and detail plans in a highly engaging and interactive way.

 

Are you struggling to get thoughts and ideas from your team?

Championing a diversity of thought

By inviting a select cohort from each area of the business, you gather together a wide range of people who are all affected by the plan, inside and outside the organisation, highlighting the blind spots in your plan.

 

diversity of thought

Are you worried about the level of risk within your plan?

Identify risks, opportunities and gaps

We create a psychologically safe space for challenging conversations to take place, breaking down hierarchical structures to allow for honest feedback. This ensures the plan is more resilient, thereby improving organisational resilience

 

Our 3 Approaches to Pressure Testing

Pressure Testing

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THe inquiry
method

The Six Thinking Hats

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Scenario-Based
Approach

Wargaming

Pre-Mortem

Red Team V Blue Team

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Rehearsal of
Concept

Familiarising the team with the plan

Enhancing it & gaining their alignment

“We need to check our thinking on this plan.”

Wargaming isn’t a specific test or tool – it is a conceptual test of the plan and what you want to deliver.

If the business focus is placed solely on the threats outside of the organisation, you will overlook the blindspots and holes that already exist within the organisation. 

It should be interesting, engaging and inclusive, hence the ‘game’ element to it. The more you can make it enjoyable to be part of, the better the participants contribute and the better the outcomes. It’s about getting away from groupthink and fighting against bias. Learn more about Wargaming below.

“We should have seen this coming.”

Gary Klein’s Pre-Mortem’s Concept

You cannot create a plan unless you know what you want to achieve. But could you let your team imagine catastrophe and work back from there?

The Pre-Mortem is an analysis of where plans will go disastrously wrong, helping you prepare effectively with foresight. The test outlines the blind spots and the worst-case scenarios you could never have foreseen so that you can be ready with a plan of action in the real-life situation.

You create a heightened awareness of risk in a safe space and game the outcomes and in the process, you equip your organisation with a 360-degree view of your plans and the solutions to the problems you can accurately predict together.

‘We cannot solve our problems with the same thinking we used when we created them’
– Albert Einstein

Red Team Vs Blue Team is the application of structured, creative and critical thinking techniques that expedite more robust decision making.

It is a full-blown rehearsal of the plan, from day zero and through to completion.

The Red Team champions the plan, the Blue Team represents all of the stakeholders affected by the plan. It is the most detailed and rigorous of the games.

“We should get the team’s thoughts on this.”

DeBono’s 6 Thinking Hats is a parallel thinking methodology.

There are broadly 6 ways of thinking about a problem.

The “hats” allow for organized and effective group thinking. With this approach, you increase the diversity of thought and the range of available options by having everyone thinking in parallel rather than against each other.

If everyone on the team thinks about the same problem with the same point of reference you bypass an adversarial approach where team members compete for the strength of their ideas.

The White Hat: Information

  • What information do we need to solve the problem?
  • What information is missing?
  • What info is critical?

The Red Hat: Feelings and emotions

  • How are we feeling about this problem?
  • How are we feeling about the environment we are in?
  • How are we feeling about the outcome?

The Blue Hat: Control and drive of the process

  • What are we trying to do?
  • What has been done?
  • Next steps?

The Green Hat: Creativity

  • Let’s think about the different ways of attacking the problem.
  • Let’s do things in an imaginative and innovative way.

The Black Hat: Risk

  • What are the errors or pitfalls?
  • What are the risks or dangers involved?

Yellow Hat: Positives

  • How many positives can you come up with as a group?