TetraMap

Success Stories

The following stories are, a fascinating recollections of how TetraMap, or in the early days, the Four Elements Tetrahedron model have added value to individuals, teams and whole organisations.

Why Are You Like That?
In-House Organisational Communication
Personal and Team Transformation
Strategic Planning
Training Consultants
Students
Primary & Secondary Preferences

Strategic Planning

The use of the TetraMap sets a firm foundation as an opening process for a number of organisational development challenges. One of the more recent and exciting applications has been the TetraMap's role in strategic planning.

Having extensively studied strategic management and developing strategic plans, I have to say I was profoundly surprised by the new dimension that [the TetraMap] can bring to a strategic development process.
T. Hall, CEO, South Taranaki District Council, New Zealand

We've supported the strategic planning process for a variety of organisations large and small. From very systematic, model-based formats, to more free-wheeling visioning sessions and everything in between, the chosen design of the planning process reflects the nature of the organisation.

In earlier sessions at either end of the planning spectrum, there always seemed to be something missing. Sometimes it was a lack of vision clarity... often times it was confusion or lack of buy-in from management or staff. Other times a fantastic, compelling vision was left to burn brightly with no tangible plan of action. In contrast, other sessions resulted in wonderful action plans with little to no accountability for seeing the actions through or no clear cut way of deciphering if and when the targets were actually achieved.

The TetraMap again provided evidence that a holistic perspective is not only natural, but also comprehensive. Working with 12 -24 people often ensures that all areas of the organisation are contributing. No longer is the visioning process limited to the thoughts of a few at the top. The process instead focuses on:

  • A cross representation of the group that the plan is intended to guide.
  • People contribute from perspectives that reflect their natural motives and interests.
  • At minimum, four perspectives encompass a holistic approach to planning and action taking.

I was very pleased that we were able to use the 4 Elements to help the team understand each other in simple and uncomplicated ways. Subsequently assigning the Elements with roles and actions for our business development that aligned with their nature has had huge tangible benefits already.
G. Simpson, General Manager, Auckland, New Zealand