The science of working well

We're not your typical management consultants. We're not your typical human resource consultants. We're organisational psychologists. We know how humans think, feel and behave. We understand what people need in order to produce their best work.

But it's not just about performance. Optimal wellbeing is the foundation of performance. It's hard to deliver your full potential if you're running on empty. And when staff are feeling good and performing well, that's great for business. Win-win.

We call this 'unlocking the potential in your people' – that is what we do.

Before we empower your people and culture, learn about ours.

Our most recent clients

Kaya clients
Kaya clients

What we do



Helping individuals, leaders and organisations build resilience.



Coaching and developing leaders beyond competencies.



Increasing team performance through shared understanding.



Shaping the 'personality' of your organisation.



Developing graduate skills and maximising organisational contributions.



Improving recruitment and development decisions by measuring work-related abilities.

Kaya fundamentals

Organisations from practically every industry sector the world over come to us because they are underperforming. Because their teams aren't operating effectively. Because they struggle to execute their strategy. Because their people aren't fulfilling their potential. Because poor morale or a malfunctioning culture is affecting efficiency. And because our methodology works.

We work with clients to identify and remove the workplace barriers that prevent their people from showing the best they can do. This is how we help clients to become more effective - by utilising the potential that already exists within their staff.

How do we create sustainable organisational change?

We employ a host of tools and technologies to deliver tangible, sustainable improvements in individual perfromace and organisational effectiveness. However, it's our methodology that defines and differentiates our approach. It's a fluid methodology, enabling us to craft unique solutions to unique challenges, but it's also a clearly defined, step-by-step roadmap to success that breaks down into five key stages.

Sustainable organisational change

© Kaya 2010

Thinking drives behaviour

© Kaya 2016

It's estimated that an average person processes 74GB of information a day, equivalent to 16 movies.

The choice of what is noticed is unconscious and will differ between people, based on personality, upbringing and experiences. This process is how we make meaning of an information-rich environment.

Our brains then take our selection of information and organise it into a logical structure to create mental models - our view of how the world works. Some mental models are shared by a community, such as which side of the road to drive on. Some are shared by a team, like project deadlines and goals. However, many of our mental models are unique. While mental models are often unconscious, they become apparent through our behaviour.

Familiar patterns of thinking - mental models - can keep us stuck in patterns of behaviour that no longer serve us well. Consider a professional role where high attention to detail is valued. Retaining this pattern of thinking when promoted to leadership could appear as micromanagement. We believe that exploring - and shifting - mental models is the essential ingredient for enduring, positive change.

We work in organisational systems. We live in communities. As organisational psychologists, our training in systems thinking has evolved into a key philosophy: the I, We, It and Our.

I, We, It and Our

© Kaya 2017

Individual employees ("I") come together to form teams ("We") that work within organisational practices ("It"). Although our work is focused on these three levels, which are within an organisation's control, we recognise the influence of the community and operating environment ("Our"). Beyond financial outcomes, this philosophy incorporates social and environment impact – the triple bottom line.

Why is this important? Two reasons. Firstly, these linkages mean that a problem in one level could originate from another level. In team dysfunction, does it arise from team members, or does it relate to leadership? There's no point treating a symptom if the cause remains. Locating the root cause is essential for effective problem solving. Secondly, these linkages can be used to amplify the impact of an initiative. Improvements at one level will have a ripple effect on others.

How do we know the best place to start for the most effective outcome? We use data to diagnose and understand client issues.

Our core thinking and solutions are based on research and best-practice, incorporating our 20+ years of what works best in the real world. These key principles are what make our work so effective.

However, every client is different. We tailor our core solutions to meet the needs of specific industries, organisations, leaders and teams. This balance between consistency and customisation provides effective solutions, cost-efficiently.

© The Kaya Group • All Rights Reserved