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FAQ

Frequently asked questions

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What kinds of situations should we contact SchellingPoint about?

Contact us when a group must design a consequential strategy, policy, plan, transformation, relationship, project, or response to an unresolved problem or opportunity.

The strongest candidates are situations in which the answer does not already exist, relevant knowledge is distributed across several people or functions, perspectives or constraints differ, and successful implementation will require coordinated action.

You do not need to know whether the situation qualifies before contacting us. Determining that is a legitimate purpose of the initial conversation.

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Do we need to know which SchellingPoint product or service we need?

No.

Begin with the situation, not the product. We first need to understand what must be designed, who holds relevant knowledge, who will have to implement the response, how consequential the outcome is, and where the current process is encountering difficulty.

That allows us to determine whether the appropriate starting point is an executive briefing, education and training, software, a Proof of Concept, or broader capability development.

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Can we begin with one real situation rather than an enterprise-wide program?

Yes.

A GDM Proof of Concept applies the Optimal GDM framework and SchellingPoint software to one real, consequential situation. It allows the organization to experience the process, inspect the resulting Group Design, and assess whether wider use is warranted.

Enterprise-wide capability development is an option, not a required starting point.

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Can an internal consultant or facilitator play the Design Guide role?

Yes.

SchellingPoint is designed for leaders, managers, internal and external consultants, facilitators, strategy teams, policy teams - anyone who plays the role in a group taking them from "this needs to be discussed" to "we have designed the best possible goals and actions."

An internal specialist can retain ownership of the organizational context and stakeholder relationships while using SchellingPoint’s methods, software, training, or initial guidance. The objective is to strengthen internal capability, not displace it.

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What should we prepare for the first conversation?

The first step in ensuring we don't try to jam a square peg into a round hole is a few questions:

What has triggered the need for a response?
What would be the likely Cost of Inaction - the negative consequences of not responding?
What would be the likely cost of designing and implementing a false positive rather than the Best Possible design?
Are there any important deadlines?
Do you see this a generative situation (make something that's working better), diagnostic (confirm that something is as good as it needs to be), or restorative (fix something that's breaking or broken before it reaches the point of no return), or something else?

A brief or presentation is not required. An unclear or contested definition of the situation may itself be one of the Group Design issues that needs to be addressed.

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