Your report: why it's built this way
An organization is not a machine to be fixed but a living system that thinks, builds, works, and connects. Continuously, as one.
Working As 1 is built on a simple conviction: an organization is not a machine to be fixed but a living system that thinks, builds, works, and connects. Continuously, as one. The purpose of the Competitive Wellness Assessment is not to grade you. It is to listen to how the system is flowing, and show you where energy is moving freely and where it's getting stuck.
Everything you'll read sits inside one framework: i4CS, the four core systems through which every organization operates. You'll meet them across these tabs: how your people feel the values you stand for, how they report the system working around them, how they experience performance day to day, and what they're thinking could be better.
The most important idea to carry forward: a gap is not a failure. It's an opportunity. Gaps are simply the distance between what your people sense and what the system currently lets them do. That distance is where your next gain in performance, teamwork, and culture is waiting. And it's a cycle, not a verdict.
Four lenses on the same organization.
Each layer asks a different question and operates at a different level of the system. From what leadership says, to how the system works, to how performance feels day to day, to what people think could be better.
What every score is telling you
Scores in this report measure how strongly a behaviour or dynamic is present. Higher is better. A score of 85 means it's highly evident and healthy; a score of 20 means it's rarely visible and needs urgent attention.
Health and value scores: 0 to 100
Measures how strongly a behaviour, value, or dynamic is present. A score of 85 means it's highly evident and healthy; a score of 20 means it's rarely visible and needs urgent attention.
Higher = stronger. A score of 82 means the behaviour is highly present and healthy. A score of 18 means it's barely visible and needs urgent attention.
Four pillars. One compounding cycle.
Every organization operates on four systems. The CWA v3 measures how well they're working together and, critically, where they're breaking down.
Communication
Sets direction. Creates shared understanding and coordinated action. Starts the whole cycle.
Connection
Compounds individual into collective performance and returns what's learned back to Communication.
Capacity
Turns direction into structure, plans, and resource allocation.
Capability
Converts structure into individual performance and subject-matter expertise.
Six gaps: why direction matters.
Organizations don't fail in isolation; they fail at the handoffs. Each of the six gaps can break in two opposite directions, and the direction determines the fix.
The Overview gives you the full picture at a glance: the org health score, NPS, and a map of all four conversations. Then use the tabs to go deeper into any dimension.