Services

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom”. - Viktor Emil Frank

Human-computer interaction and AI

We work with organisations to understand how people perform in real-world conditions and design systems, processes, and strategies that improve outcomes. This includes:

  • Analysing workload, fatigue, and cognitive demands to reduce error and improve performance

  • Designing or reviewing systems, tools, and workflows to better fit human capabilities

  • Supporting safe and effective AI integration, including trust calibration and decision support

  • Improving decision-making under pressure, uncertainty, and competing demands

  • Developing leadership capability for complex, technology-enabled environments

  • Designing evidence-based training and development programmes

  • Supporting organisational change, including behaviour change and adoption of new systems

  • Reviewing performance management systems to ensure they drive the right behaviours

  • Assessing and improving wellbeing in high-demand or high-risk roles

  • Identifying human and organisational risks in safety-critical environments

  • Supporting diversity, equity, and inclusion through system-level approaches

  • Conducting applied research and evaluations to inform strategy and investment decisions

Systems failure in emergency response

We work with emergency and response organisations to understand where systems break down under pressure and design practical improvements that hold in real conditions. This includes:

  • Analysing incidents and near misses to identify human, system, and organisational failure points

  • Mapping workload, fatigue, and cognitive overload during high-pressure events

  • Reviewing communication systems and information flow to reduce breakdowns and delays

  • Assessing decision-making under uncertainty, time pressure, and incomplete information

  • Evaluating coordination across teams, agencies, and command structures

  • Identifying risks linked to automation, AI tools, and decision-support systems

  • Improving alerting systems to ensure signals are noticed, understood, and acted on appropriately

  • Designing training that reflects real-world complexity, not ideal scenarios

  • Strengthening procedures for handovers, escalation, and critical transitions

  • Supporting after-action reviews with structured, evidence-based analysis

  • Identifying system-level contributors to error rather than focusing on individual blame

  • Developing strategies to improve resilience, adaptability, and recovery after disruption

Work is grounded in Human Factors principles, with a focus on making systems more robust, usable, and reliable when it matters most.

Naturalistic decision making and noise

We work with organisations to understand how decisions are made in real-world conditions and improve judgement where time, uncertainty, and pressure are constant. This includes:

  • Analysing how decisions are actually made in context, not how procedures say they should be made

  • Identifying where judgement breaks down under time pressure, ambiguity, and competing demands

  • Mapping cues, patterns, and experience that underpin expert decision making

  • Assessing risk perception and how it shifts with workload, stress, and prior outcomes

  • Evaluating biases, noise, and inconsistency in organisational decision processes

  • Designing training to build expertise, pattern recognition, and adaptive judgement

  • Supporting calibration of trust in tools and AI-supported decisions

  • Strengthening team decision-making, including shared situational awareness and coordination

  • Reviewing decision protocols to ensure they support, rather than constrain, good judgement

  • Using simulation and scenario-based approaches to test and improve decision performance

  • Embedding feedback loops so decision quality improves over time

Work is grounded in naturalistic decision-making theory, with a focus on how people use experience and context to make effective decisions when conditions are far from ideal.

Risk perception and psychosocial risk

We work with organisations to understand how people perceive, respond to, and manage risk in real-world conditions, and to address the psychosocial factors that shape performance and wellbeing. This includes:

  • Assessing how risk is perceived across roles, teams, and organisational levels

  • Identifying gaps between actual risk and perceived risk, including under- and over-estimation

  • Analysing how workload, fatigue, and stress influence risk judgement and behaviour

  • Mapping psychosocial hazards such as high demands, low control, poor support, and role ambiguity

  • Evaluating how organisational systems and culture contribute to psychosocial risk

  • Reviewing communication of risk, including how messages are interpreted and acted on

  • Improving risk awareness and decision-making in dynamic and uncertain environments

  • Supporting the design of safer systems that account for human limits and variability

  • Developing interventions to reduce burnout, cognitive overload, and chronic stress

  • Embedding psychosocial risk into health, safety, and performance frameworks

  • Supporting leaders to recognise and manage psychosocial risks within their teams

  • Using data and evidence to monitor risk over time and evaluate the impact of interventions