Organisations and their teams

Your people are the expertise. We help them carry more of it into their work with AI, and keep their judgement in charge of it.

Four problems we hear again and again, and what we do about each.

  1. The tools are in. The gains have stalled.

    Most people still use AI for the obvious tasks, and accept outputs that seem good enough when something far better is often within easy reach. The barrier isn’t access, and it isn’t technique. It’s how people think about the tools.

    Training

    Training that teaches people to think with it

    Multi-session AI training built on the work your people already do, spaced across weeks so it lasts. People learn where AI helps in their own role, and keep their own judgement steering it.

    Organisation training

  2. You can’t tell what the training changed.

    The session ends with a satisfaction survey. Everyone enjoyed it. Nobody can say whether anyone works differently a month later.

    Research and evaluation

    A measure of capability, not of enjoyment

    We can build a capability rubric that maps how your team uses AI before and after the training, and again later, so you have more than a satisfaction survey to go on. Where you run programs of your own, we design how to measure them, with a comparison wherever one is possible.

    Research and evaluation

  3. Judgement at the top.

    Leadership and board development teaches which questions to ask, but not when to ask them, or why. The higher people rise, the less honest feedback reaches them. And people are often promoted for how closely they fit the values, rather than how well they judge.

    Training

    Judgement science, applied to the people who decide

    Good intuition is built from quality experience plus quality feedback. So rather than asking leaders to think harder, we train the knowledge their decisions draw on, for leadership teams and boards, and in how you recruit.

    How does judgement get better?

    Skilled intuition isn’t a gift. It forms from quality experience and quality feedback, and the feedback thins out as people rise. Asking leaders to “think harder” rarely helps, because every judgement draws on what a person already knows. So we work on that knowledge: the structures a decision draws on, built from the science of judgement and decision-making, so that decisions rest on what holds up, not on what merely sounds right.

    The alluring intuition, on Philosophy

  4. Tools that don’t stick.

    A new system goes in with a launch and a burst of enthusiasm. Then the project ends, the person who championed it moves on, nobody can point to what it changed, and a few months later people are back to the old way.

    Workflow automation

    Training and adoption, part of every system we build

    Every system we build comes with training timed to when each part goes live, a named champion, and results people can see. It’s built on your own knowledge, in plain files, and the everyday work keeps it current, so it doesn’t go stale when the project team moves on.

    Workflow automation

One science in three settings. Each is worth having on its own; combined, they connect around your organisation: training so people use the tools well, tools built on what your organisation knows, and evidence of what changed.

How it fits together

In practice

Thiess: training that changed what participants believe about AI

AI capability workshops at Thiess, delivered over time. Afterwards, participants said:

  • “Before taking this course, I had never used it, but now I frequently rely on it as a valuable feedback tool.”
  • “Loved learning what can be done by AI to support life and work, and letting go of my preconceived notion that using AI is ‘cheating’.”

Asked whether the content fit their own work, not whether they enjoyed it: 100% agreed or strongly agreed, “I found the content relevant and applicable.”

Survey answers only go so far, which is why we build capability measures too.

Dr Ryan Jesson

Principal and Founder

Dr Ryan Jesson

Dr David Maij

Senior Specialist

Dr David Maij

Why us

We come to this as cognitive scientists: people who study how people think, learn and decide. Every AI question is, to us, a question about people, and we build what we recommend, so the training, the tools and the measures come from the same understanding. Meet the team

Start with a conversation.

Tell us where AI has stalled in your organisation, or which decisions matter most, and we’ll talk through what would help first.

Book a conversation Organisation training