What if you could understand, with genuine precision, the psychological motivations of every individual in your organisation? Not through guesswork or gut instinct, but through a rigorous, data-driven process that maps the 124 psychological factors that determine how people behave at work.
What if you could understand, with genuine precision, the psychological motivations of every individual in your organisation? Not through guesswork or gut instinct, but through a rigorous, data-driven process that maps the 124 psychological factors that determine how people behave at work.
This is the promise, and the reality, of values mapping. And for organisations undergoing transformation, it is one of the most powerful tools available.
Why Standard Assessments Fall Short
Most organisations use some form of personality assessment, DISC, Myers-Briggs, StrengthsFinder, as part of their leadership development programmes. These tools offer genuine value, but they have a critical limitation: they describe who someone is, rather than what drives them.
Understanding what drives people, their core values, their psychological needs, their motivational triggers, gives you a fundamentally different kind of insight. It tells you not just how someone is likely to behave, but why, and crucially, what conditions will bring out their best.
The 124-Factor Framework
Our values mapping process is built around 124 psychological factors, organised into clusters that cover everything from an individual's relationship with authority and autonomy, to their need for recognition, their tolerance for ambiguity, and their orientation towards risk and innovation.
When mapped at team and organisational level, these factors produce a rich, multi-dimensional picture of the psychological landscape, revealing areas of alignment, hidden tensions, and untapped potential.
Transformation Applications
In a transformation context, values mapping serves multiple purposes. It helps leaders understand where resistance is most likely to emerge and why. It enables communication strategies to be tailored to different psychological profiles. And it provides a baseline against which cultural change can be measured over time.
Perhaps most importantly, it shifts the conversation from 'how do we get people to change?' to 'what do our people need in order to want to change?', a fundamentally more effective and more respectful starting point.
Matthew Bayfield