Everything begins with an understanding of self…

David Kantor’s theory of Structural Dynamics describes the interplay of structures within a communication system and provides compelling insight into how individuals and teams can operate more effectively together. His model, used for decades by psychologists, organisational development professionals, and interventionists to improve performance, is now broadly available through this suite of instruments and in his groundbreaking publication, Reading the Room.

Because the theory links individual’s profiles with observable external behaviours, it has an actionable perspective on how to improve communication outcomes in all settings. Rather than just describe an individual’s profile as a static entity, these instruments provide coaching on how to expand the behavioural repertoire, manage reactions in high stakes settings and find organisation that are the best fit with an individual’s profile.

Instrument Overviews


The baseline instrument identifies an individual’s baseline behavioural propensities in everyday low stakes settings. It also provides a perspective on that person’s behavioural repertoire – their ability to move fluidly among the available actions. In addition, the baseline report contrasts an individual’s private and public personas and helps them reflect on the difference.


Understanding the interplay of profiles within a team is a key element of improving their overall effectiveness. The team instrument looks at a group’s self-reported effectiveness and uses their collective profiles as a basis for diagnosing the contributing factors. The instrument also predicts the ways in which teams will typically get stuck and allows practitioners to make actionable recommendations.


Organisational culture can be accurately described using the core Structural Dynamics concepts. Doing so allows individuals and teams to recognise the ways in which their profiles are congruent or incongruent with their environments. The instrument also gives leaders a language to describe the ways in which their culture supports or hinders their strategic goals.