WholeFrame helps organizations understand how people, systems, capabilities, and critical working relationships combine to shape performance.
Through the WholeFrame Organizational Diagnostic, we examine how work actually gets done across the organization, identify the conditions strengthening or constraining performance, and show leaders where attention is most likely to make a meaningful difference.
Understand why your organization performs the way it does.
Organizations perform as systems — not as isolated parts.
Performance problems rarely come from one issue in isolation. WholeFrame examines how the different parts of an organization work together, where important connections are functioning well, and where conditions may be limiting the organization's ability to perform.
People & Capabilities
Whether the organization has the knowledge, experience, judgment and capabilities required to perform the work — and whether those capabilities are positioned and used effectively.
Systems & Work
How work moves across roles, teams and systems — including the handoffs, dependencies and critical working relationships that can strengthen or constrain performance.
Interdependencies
How structures, processes, tools, technology and operating systems support the way work is actually carried out.
How WholeFrame helps organizations
WholeFrame applies behavioral science and organizational systems thinking in practical ways — helping organizations understand how they work, strengthen performance, and address specific areas of organizational risk and capability.
Understand how the organization is functioning as a whole and identify the conditions shaping performance.
Build on diagnostic understanding through focused support for organizational improvement, capability and change.
Advisory services are introduced where they are appropriate to the organization's needs.
Practical tools, templates and resources for organizations managing safety, risk and operational requirements.
Organizational problems often appear in familiar ways: delays, repeated issues, inconsistent results, competing priorities, workarounds, overloaded people, unclear accountability, or frustration between teams.
The visible problem is not always the underlying problem. A breakdown in one part of an organization may be created or amplified somewhere else.
WholeFrame looks beyond the immediate symptom to understand the organizational conditions and connections producing the result.
When organizations know something isn't working — but the cause isn't obvious.
Work stalls between teams
Important handoffs or dependencies create delays, rework or confusion.
The same problems keep returning
Issues are corrected, but the conditions producing them remain.
Growth has created complexity
Structures and ways of working that once worked well are struggling as the organization changes.
Priorities compete
Teams or functions are working toward legitimate priorities that conflict in practice.
Capability isn't where it's needed
The knowledge, experience, authority, or resources needed to perform the work are not always positioned where they are needed.
Leaders can see the outcome, but not the cause
Performance data shows that something is happening without explaining why it is happening.
See the organization as a whole — and understand what is shaping performance.
The WholeFrame Organizational Diagnostic examines how work actually gets done across the organization. Evidence from people, systems, organizational records and direct observation is brought together to identify significant conditions, understand how they connect, and show leaders where attention is most likely to make a meaningful difference.
Understand the Organization
Build an evidence-based picture of the organization, its work, operating context and the conditions influencing performance.
Follow the Work
Examine how work actually moves across roles, teams and systems — including important handoffs, dependencies and working relationships.
Connect the Evidence
Bring evidence together to identify significant findings and understand how conditions in one part of the organization may influence outcomes elsewhere.
Focus Attention
Give leaders a clear view of the conditions shaping performance and where attention is most likely to make a meaningful difference.
A brief introductory conversation is the first step. We’ll discuss what your organization is experiencing, what prompted you to look more closely at performance, and whether the WholeFrame Organizational Diagnostic may be the right fit.
30 minutes
Introductory conversation
No preparation required
Start with what you're experiencing
No obligation
Determine whether there is a fit
Understanding what’s happening starts with a conversation.
INSIGHTS
Ideas for understanding organizations differently
Research, practical perspectives, and emerging thinking on organizational behavior, systems, capability, and performance.