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CS Global Version 4.0 NEW!
CS Core Version 4.0 Contact us to learn more |
No matter the topic or issue, every organization will be involved in the processes listed above at one time or another. How does the CSI method make these processes better? Three key elements: Concept Mapping, Pattern Matching, and Value Plots (go-zones). The Concept System software reduces the time it takes to develop even the most detailed of projects. Our approach builds consensus and can track and evaluate performance to ensure your project's goals are met. With the Concept System, you can:
- Gather information from a large number of participants
- Apply the latest Internet technologies for rapid access to the initiative
- Produce results based on a powerful statistical engine and generate a group map from the combined input of individuals in the group
- Graphically match the opinions of various groups of stakeholders
- Provide a qualified assessment of outcomes against goals
The Concept System has been used successfully by major management consulting
firms, corporations, government agencies, and not-for-profit organizations for
strategic planning, needs assessment, training curriculum development and evaluation,
performance and program evaluation, and focus groups.
Using our proprietary software and proven group processes, your organization
can conduct planning and decision- making efforts faster, more comprehensively,
more objectively, and with much more satisfying results.
Additionally, The Concept System is a comprehensive tool kit that helps organizations excel at solving mission-critical problems. It consists of the following components:
- Concept Systems Core Software enables stakeholders to brainstorm ideas and organize them through sorting and rating activities. It then maps the clustered ideas into one unified concept map, and assesses consensus through pattern matching.
- The NEW CS Global enables stakeholders to provide their input via the Internet, enabling participation regardless of geographic location or time constraints.


