Choice-Control Diagnostic

Our processes work even when people question them.

We do not rely on rules or policies simply because “that’s how it’s done."

People understand why rules exist, not just that they exist.

If someone follows a rule that creates a bad outcome, we examine the rule, not the person.

When something goes wrong, people are encouraged to take ownership rather than escalate immediately.

Employees are trusted to make decisions when the script no longer fits.

Mistakes are treated as learning moments, not as failures to be controlled.

Under pressure, leaders create clarity rather than tighten control.

People who are accountable for outcomes also have the authority to influence them.

Customers can resolve issues without being forced through rigid procedures.

Employees have meaningful input into decisions that affect their work.

Feedback from customers and employees regularly leads to visible change.

When someone deviates from a process, the first response is curiosity, not correction.

We actively look for patterns in deviations to improve the system.

Employees feel safe raising concerns or pointing out flaws.

Innovation is more likely to be encouraged than contained.

Decisions are made close to the customer or moment of impact.

Responsibility and authority are well aligned.

Leaders are accountable for the systems they design, not just the results they demand.

People closest to the work feel ownership for outcomes, not just tasks.

Customers would still choose us even if switching were effortless.

Employees would still choose to work here if they had equally attractive alternatives.

People stay because they trust the organization, not because they feel stuck.

Commitment, not retention, is our primary design goal.