We develop unique, practical tools to assist users to improve their performance and the performance of others.
Yes, in that, to the best of our knowledge, the Achievement Profile is the only profiling tool that has an output directly linked to a process; in this instance a process for getting things done and achieving goals (The Achievement Model).
 
A robust and proven toolset
 
The Achievement toolset has been developed and refined over a period of 30 years. The original research and early applications were developed by Peter Millburn, an Industrial Psychologist, who pioneered project leadership techniques for software development teams. The foundations of Peter’s work include group dynamics, connectivity, social networks and conation (described earlier). Peter references over 50 sources for his early research including Moulton and Blake, J. M. Carroll, Kurt Lewin, Hershberger, and Kolbe. Today, we find much in common with Jim Collins and recommend his book ‘Good to Great’ to our coaches, consultants and clients.
 
In the 1970’s software engineering projects too often came in over time, over budget and failed to meet the expectations of the commissioning clients. Peter Millburn’s projects were the exception. His methods were adopted at the time by a leading computer manufacturer’s International Training Centre for Europe. Peter remained an academic at heart. Throughout his career he maintained his links with Templeton College, Oxford and Brunel University.  Together, they researched and tested his theories and early applications of what we now refer to as the Achievement Profile and Achievement Model.
 
In the early 1990’s Peter Millburn teamed up with a team of experienced UK management consultants led by Terry Murphy, now the publisher and process leader of the Achievement toolset. Terry and his colleagues created the first commercial application of Peter’s work. Within a year there were over a 100 consultants using what was to become the founding Achievement Toolset. Just before his death, Peter passed on the development reigns and ownership to Terry Murphy.
 
In the last 15 years the toolset has been enhanced and extended and made richer by an international team that included UK, South African, US and Australian consultants, coaches and clients. Over 15,000 people have completed the Achievement Profile. The Achievement Model has been applied to coaching, change, leadership, project management, recruitment, and team development needs in over 500 clients in 15 countries spread over 5 continents. Clients have ranged from multi-national corporations, public service providers, professionals practices, schools and colleges through to SME’s and home-based, micro businesses.
 
For more information about using the Achievement toolsets in your business please email us at enquiries@theachievementnetwork.com We will forward your email to…
 
Barbara Craven (Australia, New Zealand and SE Asia)
Tony Ericson (UK and Ireland)
Steve Woods (Southern Africa)
Terry Murphy (USA and Canada)
 
Development references
 
The following books, manuals and journal articles were used when designing The Achievement Process.
 
1. Adronach, B. (1992), ‘Just about Managing’, London Voluntary Service Council, Spider Web, July 1992, pp.30-34.
2. Belbin, M., (1993), ‘Team Roles at Work’, Butterworth-Heinemann 1993.
3. Burnett, D., (1994), ‘Exercising Better Management Skills’, Personnel Today.  Jan. 1994, pp.43-46.
4. Courlay, R., (1995), ‘The Growing Business’, Management - Financial Times, Sept. 5th, 1995, p.14.
5. Cunningham, I., (1994), ‘Against Team Building’, Organisation and People, 1994, 1:1, pp.13-15.
6. Davis, J., Millburn, P., Murphy, T., Woodhouse, M., (1992), ‘Successful Team Building’, Kogan Page, 1992.
7. Dubrowski, K., (1995), ‘How to Improve Cross-Functional Teams’, H. R. Focus, August 1995, pp.3-8.
8. Dulewicz, V., (1995), ‘A Validation of Belbin’s Team Roles from 16PF and OPQ using bosses ratings of competence’, Journal of Occupational and Organisational Psychology, 1995, pp.81-99.
9. Margerison McCann (1990), ‘TMS - an overview’, Prado Systems Ltd., 1990.
10. Margerison McCann (1992), ‘The Team Profile Hand Book’, J. W. Bullivant & Son, 1992.
11. Meyer, C., (1994), ‘How the Right Measures Help Teams Excel’, Harvard Business Review, May-June 1994, pp.95-102.
12. Marshall, E., (1995), ‘Creating Collaborative Teams’, H. R. Focus, April 1995, p.5.
13. Millburn, P., (1995), ‘TEAMBuilder - the guide book’, Illumination Publishing Ltd., 1995.
14. Parkinson, R., (1994), ‘Belbin’s Team Role Model: A Silk Purse from a Sow’s Ear?’, Organisation & People, 1994, 2:1, pp.22-25.
15. Wetlanfer, S., (1994), ‘The Team That Wasn’t’, Harvard Business Review, Nov-Dec., 1994, pp.22-38.
16. Taken from: ‘Creating a team of individuals, Journal of Management Development, Vol.14, No. 9, 1995, pp.25-28
 
Background
 
1. Millburn, P., (1995), ‘TEAMBuilder - the Consultant’s Reference Book’, Illumination Publishing Ltd., 1995.
2. Davis, J., Millburn, P., Murphy, T., Woodhouse, M., (1992), ‘Successful Team Building’, 1992, p.145, Kogan Page.
3. Belbin, M., ‘Team Roles at Work’, Butterworth-Heineman, 1993, pp.1-20.
4. MargerisonMcCann, (1990), ‘Team Management Systems - An Overview’, 1990, Prado Systems Ltd.
5. Op cit. (1), (1995).
 
Literature Review
 
6. Wickens, P., (1993), ‘Lean Production and Beyond: the system, its critics and the future’, Human Resource Management Journal, Vol. 3., pp.35-90.
7. Wickens, P., (1987), ‘The Road to Nissan’, London: Macmillan, 1987.
8. Newell, J., (1994), ‘Group Dynamics: a profile’, Personnel Today, 25th October, 1994, pp.22-23.
9. Wheatley, M. Szwejczewski, M., ‘How Teams Score’, Human Resources, Autumn 1994, pp.29-34.
10. Parker, M., Slaughter, J., (1988), ‘Choosing Sides: Unwins and the Team Concept’, Boston Labour Notes, 1988, p.4.
11. Mullins, L., ‘Management and Organisational Behaviour’, Pitman Publishing, Ed.3, 1993, p.646.
12. Drucker, P., (1988), ‘The Coming of the New Organisations’, Harvard Business Review, Jan/Feb 1988, pp.45-53.
13. McNerney, D. J., (1994), ‘Organisational Development: The Facts of Life for Team Building’, H. R. Focus, Dec. 1994, pp.12-13.
14. Belbin, M., ‘Team Roles at Work’, Butterworth-Heineman, 1993, p.92.
15. Margerison McCann, (1990), ‘Team Management Systems’, Prado Systems Ltd., (TMS U.K. Ltd.), p.6.
16. Taken from ‘Personal feedback document given to the team participants in the TEAMBuilder programme’, Illumination Publishing Ltd.
17. McCrimmon, M., ‘Teams Without Roles: Empowering teams for greater creativity’, Journal of Management Development, Vol. 14, No. 6., 1995, pp.35-41.
18. Whitfield, J., Anthony, W., Kacmar, K., ‘Evaluation of Team Based Management in a case study’, Journal of Organisational Change Management, Vol. 8, No. 2, 1995, pp.17-28.
19.Houlder, V., - taken from ‘New Age Dawns in the Boardroom’, Management - Financial Times, Jan. 30th, 1995.
20 Stoodly, M., ‘Organisational Development, The Facts of Life for Teambuilding’, H. R. Focus, Dec. 1994, pp.12-13
21 Ghauri, P., Gronhaug, K., Kristianslund, I., (1995), ‘Research Methods in Business Studies’, 1995, p.65, Prentice-Hall.
22 Hammersley, M., (1992), ‘Introducing Ethnography’, Sociology Review, Nov. 1992, pp.18-23.
23 Op cit., (22), p.65.
 

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