I have come to think of myself as a consulting psychological detective because I look for the unrecognized, underlying psychological issues that caused the problem. When what has gone wrong doesn’t make sense - a poised for success corporate initiative fails, a promising individual or team can’t perform, a well-conceived departmental project doesn’t deliver – I help organizations and individuals find the real culprit. Often they are looking in the wrong place.

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 I was trained in the process of organizational assessment and diagnosis by my mentor, Dr. Harry Levinson, who created this methodology, which I conduct with both healthy and distressed private, public and not-for-profit organizations. Sometimes I bring together similarly trained colleagues, and during our consultation process we seek to ascertain an understanding of the psychology of the organization, as well as the issues and personalities involved in a given situation. The company’s history, unique style and subculture, and the values and goals of the organization form an integral part of the assessment. We create strategies in collaboration with leadership, and conduct interventions and design programs that will continue to address the issues that have been discovered.

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From 1982-2002, my company, SRA, contracted to provide long term services to a variety of corporations. When you consult to entire corporations every day for several years, you earn an understanding of organizations that most consultants who are working only on short term, specific assignments in certain departments, will not develop. Similarly, by consulting to a variety of companies over several years, you understand the differences in corporate cultures that working for one organization cannot provide. This experience of working over time with differing, daily corporate concerns, problem situations, and individuals has provided me with a unique knowledge of organizations and how businesses function.