Our culture diagnostics provide meaningful, actionable data about people’s real experiences of workplace culture.

Online questionnaires pose thought-provoking and challenging questions about how respondents view key aspects of their workplace culture, revealing the ‘gaps’ that exist between people’s actual experience of the workplace and their aspirations.

Delegates to our workshops and programmes complete diagnostics in advance, providing a snapshot of the group’s perceptions and invaluable ‘real time’ material for discussion during the sessions. Run on a larger scale across whole organisations, the diagnostics offer deep insight into the collective experience of organisational culture and can be used to track the progress of leadership initiatives.

Diagnostic questionnaires are easy to complete, anonymous and pose interesting and challenging questions. Response levels are typically high, giving robust sample sizes when used for large numbers of people.

Groups of delegates attending workshops and programmes are asked to complete anonymous questionnaires in advance, providing material for group discussions about real perceptions of current culture and aspirations for the future.

cGap: The Performance Diagnostic

The cGap diagnostic offers a unique analysis of the extent to which organisational culture is enabling and encouraging true Performance Thinking.

Based on the years of research into organisational culture that have underpinned The Five Principles of Performance Thinking and our three previous books, this latest cultural diagnostic uses two core dimensions – Connectivity and Creativity – to explore the extent to which any organisational culture is providing an environment where genuine ensemble attitudes and innovative, performance-enhancing behaviours can develop.

Slide4Connectivity and Creativity

The cGap diagnostic uses two core dimensions – Connectivity and Creativity – as the defining aspects of organisational culture with regard to Performance Thinking.


In organisations with low Connectivity, individualism is rife and people compete against each other for personal reward. Cultures with high Connectivity, in contrast, demonstrate genuine ensemble behaviour, with people working together collaboratively to achieve shared goals.


In organisations with very low Creativity, Command and Control cultures persist. People do what they are told and are fearful of stepping out of line; innovation, unsurprisingly, is low or non-existent. In organisations with high Creativity, on the other hand, there is a spirit of exploration and experimentation.


The cGap diagnostic reveals where corporate cultures sit on the spectrum of Connectivity/Creativity, and shows where colleagues would like it to be, providing both a detailed and revealing picture of the current reality and a road map for change. Survey results can be analysed across different variables to highlight core issues, strength of feeling and differing opinions across various groupings.

Other Culture Diagnostics

The eGap diagnostic, based on our research for My Steam Engine is Broken, explores 10 core dimensions of corporate culture to reveal the ‘energy gaps’ that may exist on specific organisational dimensions.

eGap example radar

The MIq diagnostic, based on our book Machiavellian Intelligence, investigates the extent to which organisations and individuals are displaying ‘Machiavellian’ behaviours and reveals any disjuncts that may exist between aspirations for organisational culture and colleagues’ actual behaviours and perceptions.

The eSem diagnostic explores the extent of creative ensemble behaviour within the organisation and is based on Dr Mark Powell’s pioneering arts-based development programmes at Oxford University’s Saïd Business School, which form the background to our business novel, Perform To Win.

All of these diagnostics provide data for our Masterclasses, Workshops and Programmes, revealing key areas where current corporate culture is falling short of, or clashing with, people’s ideals and wishes, grounding discussions in the reality of people’s experiences.


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