We use a range of extremely effective approaches to enable individuals and teams to expand their self-awareness, generate and sustain more productive mindsets and behaviours and, ultimately, improve their effectiveness and performance.

Depending on the programme goal, we mix and integrate the methodologies that can generate the best learning experience for each group we work with.

Triple Loop Facilitation

Triple Loop Facilitation is our unique approach to facilitating groups and it involves three components:
– Process
– Learning and development
– Transformation
The process component refers to the way issues are addressed and discussed, and to how methods, procedures, formats and tools are used to help groups reach their goals.
The learning and development component includes the content and the methods of interaction that allow participants’ intra- and inter-personal development, with predominantly experiential and self-directed modes.
The transformation component allows participants to make a shift in root perspective and mindset, so that they can develop higher levels of consciousness and mastery of how they give meaning to their realities.
With Triple Loop Facilitation, learning happens not only on an intellectual level, but also on a level that covers the whole being in its cognitive (meaning-making), emotional and spiritual dimensions, thus allowing a deep and profound change towards the desired state.

Executive and Team Coaching

Coaching is internationally recognised as the best and most closely personalised management and leadership development method to ensure that the potential and performance of each person and team are developed and maintained over time.
Coaching helps people to change and transform themselves (into what they really desire), helping them to identify and overcome inappropriate behaviours, bad habits and patterns that hinder their growth. Strongly action-oriented, coaching produces measurable results.
Asterys style and approach to coaching in the organizational setting represents an agent of individual, collective and cultural transformation. Using a range of tools, such as listening, intuition, curiosity, feedback, and powerful questions the coach helps leaders and teams to transform themselves and the way they think and act, removing subjective barriers, prejudices and beliefs that limit individual effectiveness. The final result is the achievement of extraordinary results.

Action Learning

Action Learning is a dynamic process, developed by Professor Reginald Revans, that involves a small group of people committed to solving challenges and real problems, and helps them to focus on the problem-solving process and on how they operate and interact, in order to make them more effective.
During an Action Learning session the group tackles a specific issue with the aim of solving it, and works at the same time on the ability to work and interact effectively. The action learning methodology can be applied to specific initiatives or to programmes running over a period, depending on the nature of the challenge or problem to be solved.
When implemented on a broad population, Action Learning helps to establish a learning culture in the organization.

System Dynamics

With our System Dynamics interventions, participants uncover the underlying system-related issues that hinder organizational effectiveness. Barry Oshry’s Organization Workshop inspires this approach.
The programme is engaging and high-energy as participants are dropped into organizational roles (top executives, middle managers, workers and customers/stakeholders), and are invited to interact in a fast-paced environment and experience very realistic work situations.
Participants realize fresh insights about the role-specific issues that all stakeholders inevitably face, how they respond with predictable unconstructive patterns and what are the solutions that enable long-term positive results.
Our work unveils the traps and behaviours in each of these roles that result in dysfunctional systems, and provides the framework and tools for accelerating change and developing collaboration and performance.

4D Organizational Mapping

4D Organizational Mapping offers a methodology to uncover hidden dynamics in systems. After a brief interview to an “issue holder” to clarify the issue, the facilitator sets individuals to serve as representatives for the aspects of the issue being explored. The representatives experience being what they represent. A sense of knowing is revealed through subtle feelings and movements. What emerges includes the relationships between all the members of a system and the entanglements that block freedom and growth.
4D Organizational Mapping is based on the Family Constellations by Bert Hellinger and on the Systemic Structural Constellations by Insa Sparrer and Matthias Vargas. Such mapping provides information from the past that significantly impacts the present. From this perspective, we can find solutions to the unknown aspects that are holding the problem in place.
Possible solutions are revealed that would not otherwise have been conceived. A constellation provides a fast and powerful opportunity to look at a particular situation/system in a way that allows previously hidden dynamics to surface.

Design Thinking Process

Design Thinking is a human-centered approach to innovation developed at Stanford University. It involves groups of people immersing themselves in solving a problem that matters by:

empathising with the needs of stakeholders,
reframing the problem by developing a user point of view that will inform the solutions,
ideating by stepping beyond the obvious solutions and exploring fresh and innovative ideas,
prototyping to give ideas a physical form, learn and develop more empathy, and finally
testing, in order to receive feedback from stakeholders and refine the ideas.

It is a high-energy, engaging approach that can be applicable to the development of new product/service ideas, the resolution of organizational problems, the development of processes, leadership and strategy.


The main objective of the Transforming Mind Practice, the meditation technique we teach in our programmes, is to develop the ability to “get on the balcony” while engaged in action.
This ability, called reflexive action, is the skill that, according to Harvard Kennedy School Senior Lecturer Ronald Heifetz, differentiates excellent leaders from mediocre ones. Cultivating mindfulness in the moment means feeling free to be who we choose to be, despite the constant stress, difficulties and cruelties of life. The basic concept of the Transforming Mind Practice is to become familiar with and to master the states of consciousness, so as to learn how to access the states that allow for the best performance in any given task in a conscious way.
Besides developing the ability to reflect in action and to relax and release stress, using meditation regularly allows us to release the energetic blocks, which are associated with our first automatic reactive patterns, to increase our overall personal mastery and performance.