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Our Clients Say
“In my experience over the last several years yours has been the only external facilitation that has enabled us to achieve real changes to our clinical practice with a measureable outcome.” Associate Medical Director
“You helped me to rediscover a lot about my own motivation & self confidence, which if I am honest had dwindled. You gave me a reason to jump out of bed in the mornings instead of stagger.” Lead Nurse
“…[their] people skills brought the individual organisations together as a team to develop a new way of delivering care out of the acute setting.” GP Locality Lead Urgent Care
“I have been extremely impressed by the compassion and dedication shown by Saigei, and definitely feel that the project would not have succeeded without their hard work and expertise.” GP Lead End of Life Care
“Above all there is a focus, enthusiasm and intellect that drives the team. They are passionate about what they do and it rubs off.” Hospital Chief Executive
“I would heartily recommend their services and I personally would gladly work with them again should the opportunity arise.” Clinical Director Emergency Care
“This facility has led to improved multi-disciplinary working, higher quality assessments, and an increase in domiciliary care packages with a consequent reduction in residential and nursing home placements” .” Head of Adult Social Services
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    Our Difference
    For the most part, our clients know what needs to be done. They want practical help dealing with the reasons that it has not yet been done.

    The diagram below goes some way toward explaining how our approach differs from traditional consultancy and from facilitation support models:

    Our assignments are intensive. We typically start by supporting executive and front-line teams in creating some group insight.  Our aim is to move discussions away from ‘assertion’ of beliefs and preferences to ‘examination’ of the facts and ‘reflection’ on what will work best for patients or service users or citizens and for the organisation or locality at this time.

    Next we work on building a real consensusaround what the team has an appetite to do together. Often this requires helping some people let go of favourite sons. Sometimes it requires surfacing, legitimising and finding ways through deeply and sincerely held differences that have until now prevented progress. This approach is not always comfortable but it is inclusive and generates high levels of engagement. The result is an energised team with a clear roadmap that they invented.

    From here on our role is to serve the team; to get for them whatever they require to succeed. This can include: securing support from other parts of the system; teaching techniques that solve technical problems; helping them prepare to negotiate an outcome they need; or just getting something done like gathering evidence or preparing a production schedule.

    This way works because we are present, incorporating enabling behaviours and new ways of thinking into the day-to-day job of every member of staff. And because we make sure the team is ambitious and that the productivity gains are extensive so that they build confidence in their own ability to deliver profound change.

    This approach is genuine empowerment. It allows staff to prove what they already believe and to address the root causes of their problems in an open, systematic and disciplined manner. The feedback we receive from members of these teams demonstrates how profound a shift this can be.