The Teichert Method
Understand before
you intervene.
A linear five-stage method for establishing what is happening, why it is happening and what should change first.
In practice, the work is iterative. New evidence can require an earlier assumption to be tested again.
- 01
Clarify
What is supposed to happen?
Establish the decision, intended outcome, ownership and the gap between expectation and reality.
OutputA clear definition of the execution gap.
- 02
Trace
Where does movement stop?
Follow the issue through the organisation rather than assuming the visible symptom is where it originates.
OutputThe point of friction.
- 03
Diagnose
Why does it stop there?
Examine how structural, behavioural, cognitive and relational conditions act on one another.
OutputThe underlying mechanisms.
- 04
Prioritise
What would create the most movement?
Identify the highest-leverage intervention rather than producing a long list of recommendations.
OutputOne prioritised recommendation.
- 05
Enable
How will we know it is working?
Clarify ownership, action and review. The organisation implements; Teichert helps sustain momentum where appropriate.
OutputA 90-day action plan and review point.
Diagnose
Patterns, not personalities.
This is not diagnosis of a person.
It is analysis of how people and the organisational system act on one another.
Structural
Authority, decision rights, organisational design, conflicting measures and accountability.
Behavioural
Avoidance, escalation, defensive routines, conflict avoidance and repeated patterns.
Cognitive
Overload, uncertainty, competing interpretations, judgement under pressure and relevant biases.
Relational
Trust, candour, psychological safety, conflict, influence and competing agendas.
Intellectual foundation
Evidence-informed. Judgement-led.
The Method draws on clinical psychology, organisational psychology, behavioural science, systems thinking, judgement and decision-making, leadership, change management and psychological flexibility research.
Multiple sources of evidence are synthesised to develop a coherent explanation of what is maintaining the problem and where intervention may have the greatest effect.
The Method is a disciplined way to structure judgement. It is not presented as a scientifically validated proprietary methodology.
Confidential enquiry
When the issue matters, start with the right question.
Start with a confidential conversation.
Whether the issue sits with an executive, a team or the system around them, the first step is understanding what is actually happening.
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