Learning support
Use the guidance inside each experience. Keep feedback specific, make room for different access needs and let learners choose what they share.
Let learners decide before opening guidance. Check impact, deadline, dependency and effort, communicate the trade-off and review the real-work plan.
This is a Greymatter decision lens. It does not produce an objectively correct ranking or measure productivity.
Open PrioritiesPreserve different perspectives, agree one or two manageable tests and decide what to keep, revise or stop. A charter and an experiment can be used independently.
Use this for shared working agreements. Tuckman is a reflection lens, not a fixed sequence or diagnosis of the team.
Open Teamwork LabIn group mode, the listener repeats the recommendation, names a specific phrase or moment and checks the reasoning. The speaker chooses one change, speaks again and compares observations.
Thinking and evidence come first here. Presentation Lab prepares and rehearses an actual presentation.
Open Think. Present.Speak aloud twice, choose one change between attempts and compare specific observations. Listener feedback is optional. The site does not record or automatically score delivery.
Use this for presentation planning and structured spoken rehearsal. Think. Present. concentrates on evidence and reasoning before speaking.
Open Presentation LabSeek evidence for the need, compare different approaches and keep the test small enough to learn from. Stopping an unhelpful idea is a useful result.
The prompts are practical heuristics. They are not validated creativity techniques or a guarantee of innovation.
Open Find a Better WayLeave room for the learner’s context and judgement. Save written plans and reviews explicitly, and let the learner decide what to share.
Use this for a student situation. Coaching Workspace prepares a developmental conversation; Forward practises communication at work.
Open Forward StudentThe learner chooses what to bring to the conversation. Quick PDP and KSVA prompts remain embedded; the full tools are optional if deeper planning or analysis would help.
Use this for a developmental conversation. Forward Student handles a student situation; Forward practises workplace behaviours.
Open Coaching WorkspaceKeep more than one hypothesis where possible; investigate what the work actually involves, test an assumption and revise the map. A clearer reason to pause is a useful outcome.
Use this while direction is open. KSVA examines a particular opportunity once you have one.
Open Career DirectionRecord observable requirements and evidence for each dimension. Keep what you bring, chosen growth, unknowns and possible tensions distinct.
Career Direction explores possible directions. KSVA examines one opportunity; it does not calculate validated fit or readiness.
Open KSVA for Career & GrowthExamine what the opportunity asks for, support claims with examples and use the search and first weeks to learn. A decision to pause or reject an opportunity can be well reasoned.
Use this to pursue an opportunity or transition. Build Your PDP develops a capability after you choose it as a priority.
Open Career LaunchChoose an achievable action, a real opportunity and a review point. Recorded observations support reflection; they are not independently verified proof of competence.
Use this for capability development. Career Launch pursues an opportunity or transition; Training Needs Analysis first examines a gap and its causes.
Open Build Your PDPAllow enough time to read all 16 situations. Treat emphasis labels as prompts to check against experience, choose one relevant experiment and review what happened. The eight learning articles offer optional reading.
Use this to notice response patterns. Forward helps you rehearse and apply a particular workplace communication behaviour.
Open Leadership MirrorGive expectations, resources, process, support, incentives and practice opportunity equal attention to knowledge and skill. Avoid names and sensitive information about others.
Use this to decide what may help a gap. Build Your PDP plans development after a priority has been chosen. Training is one possible response.
Open Training Needs AnalysisChoose a suitable, manageable opportunity and a specific observation to check. Completion, saved plans and a portfolio do not verify workplace competence.
Use this for a specific workplace behaviour. Leadership Mirror explores patterns across leadership situations. Saved steps are a practice record, not proof of competence.
Open ForwardStage timers are optional guides. Allow pauses, short notes, a comfortable speaking position and appropriate alternative ways to practise. A particular accent, gesture or level of eye contact is not a performance requirement.
End with a specific opportunity to use the skill and a plan to notice what happened. Saved reflections are personal; they are not automatically available to facilitators.
Saved work & your device · Evidence & learning approach · Accessibility & support