The diagnostic behind everything we do.
Before you fix communication, change adoption or innovation execution, you need to see the network they’re actually running through.
Our approach
What your org chart misses.
- Trust networkswho people actually rely on
- Influence networkswho actually drives decisions
- Communication flowhow information spreads and where it stalls
What you receive
What you receive.
Organisational network maps
Visual maps of trust, influence and communication.
Trust & influence analysis
Named individuals, measured relationships, scored dynamics.
Key influencer identification
The people who will make or break your initiative.
Bottleneck & risk insights
Where information stalls and what’s at risk.
Led personally by Dr. Rahmat Shazi. See a sample diagnostic.
Data ethics & confidentiality
How we protect your people and data.
Mapping trust and influence means handling information about real people and real relationships. Three questions come up first, so here are the answers.
Is participation voluntary or determined by the sponsoring organisation?
The sponsoring organisation determines the scope of the diagnostic and who is invited to participate. Where individual survey, interview or relationship data are collected, participants are informed of the purpose of the exercise, what information is being collected and how it will be used. Individual participation and consent requirements are agreed with the client before data collection and must comply with the organisation’s applicable policies and legal requirements.
Can managers see individual responses?
Not automatically. Access to identifiable information is restricted and agreed before the diagnostic begins. Wherever the purpose can be achieved without identifying individuals, findings are anonymised or reported at an aggregate level. Any individual-level reporting must have a defined organisational purpose and appropriate access controls.
Can the analysis be used to judge or penalise employees?
SLF™ diagnostics are designed to understand work-related communication, collaboration, knowledge and relationship patterns, not personal popularity. Network position alone is not treated as proof of individual performance, competence or merit. Findings are intended to improve communication, access, coordination and organisational effectiveness rather than to punish individuals.
Questions about how your organisation’s data would be handled? Ask on the call, or write to rshazi@shazinnovation.tech.