How it works
A consultant combines science, company data and a feel for the tacit knowledge in an organisation. Refinery takes each of those apart, makes it explicit, and puts it back together in a form you can check.
Management models and frameworks, structured into one connected knowledge graph. Every concept is linked to the concepts it depends on, so a conclusion can show which part of the theory it rests on.
Your figures, processes and structure, loaded into a knowledge base of your own and connected to the theory. This shows what the organisation looks like on paper — and where that picture is incomplete.
What people know but never wrote down: experience, rules of thumb and how they actually decide. In the decision simulator participants work through realistic situations from their own work, under time pressure, and explain their reasoning; experienced people are interviewed, and the original recording stays in the knowledge base. The result is a decision trace per person and situation.
Try the decision simulatorOne concrete decision or issue on your board's table.
Relevant theory and your own documents, in a knowledge base of your own.
Figures, processes and structure, connected to the theory.
Your people work through realistic situations in the decision simulator; experienced people are interviewed.
Every conclusion traceable to its source — a model, a document or a recorded decision.
Pilot
A pilot answers one question for one group. Scope, timing and price are set out beforehand in a one-page proposal.
With the board we fix one question, the group of participants and what the answer must allow you to decide.
You share the documents and figures that bear on the question. We connect them to the theory in a knowledge base of your own.
Participants work through situations from their own work in the decision simulator, built for this question. Where useful, experienced people are interviewed.
We combine the three layers. Every conclusion points back to a model, a document or a recorded decision.
We go through the findings with the board: where paper and practice diverge, and what that means for the decision.
At an agreed moment, the same situations show whether decision-making has shifted.
Per person and situation: the decision, the reasoning, and the conditions under which they would have decided otherwise. Exported as a document.
Analysis on your own knowledge base in which every statement links back to the passage it is based on.
In development
The same situation, several people: where the group converges, where it splits, and which terms mean different things to different people.
In development
Decision patterns set against the value system of the organisation — why the same instrument works in one culture and fails in another.
Tell us which decision is on your table. We'll tell you, in one conversation, whether Refinery can evidence it.
