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Discuss your target

Innovation team assessment · with Mindset Mastery Academy

Right person, right job, based on how they think.

Give a team the same facts and each person decides and acts differently. That is not disagreement; it is how each mind works. We help you see your own thought pattern and your team’s: who is drawn, at gut level, to new business design, who to process redesign, and who to control and risk. Then each person’s work is set up to flow with how they think.

Discuss your target with us
Which sounds like you?

1 hour with a founder. Bring the team and the work it owns; no preparation needed.

The Pattern Decoder Approach, with Mindset Mastery AcademyFounder-led, in-person interviewsNo scores, no rankings

Same facts, four reactions. It looked like disagreement; it was four ways of thinking, each right for a different kind of work.
Starts with
An hour with a founder, then a 90-minute interview with each member
Typical length
Set by team size and availability, agreed before we start
You keep
A map of how your team thinks, the right person on each kind of work, and a development plan for each

Organizations we have worked with

Past clients, listed for reference. We do not link any case to any organization listed here.

What keeps leaders up at night

Which sounds like you?

Pick the one closest to yours: the worry, the usual answer and what comes back, and where we would start.

Engagement in Thailand rose from 15% in 2014 to 34% in 2025, one of the largest increases anywhere (Gallup). Source

“I explain things the way I think. Half the team gets it straight away; the other half nods and does something else. I have started to wonder whether the problem is me.”

The usual answerWhat comes back

  • Run an engagement survey“We get a score, not an answer.”
  • Use a personality test“People game it, and HR says we can’t use it for decisions anyway.”

And next year’s plan assumes the same team delivers more.

Where we would start

We usually find leaders who assume everyone thinks the way they do. We start with your own thought pattern, then your team’s, so you can lead each person, and set up their work, the way they think.

What we look at: Your own pattern, then the team’sWho fits which work

Worries and replies are written in a leader’s voice to describe each situation. They are composites of what we hear, not quotes from named clients.

Who fits which work

Who should design the new business, redesign the process, or guard the risk?

Each kind of work pulls on a different way of thinking. Put the right mind on it and the work flows; put the wrong one on it and it stalls, however capable the person.

New business design

Drawn to what could be

Sees openings before the evidence is complete, and is energized by the blank page.

Give them the new venture, not the procedure manual.

Process redesign

Drawn to how it runs

Sees the sequence, the handoffs and the waste, and is energized by making things work better.

Give them the operation to redesign, not the blank page.

Control and risk

Drawn to what could go wrong

Sees the exposure others miss, and is energized by making the system safe and sound.

Give them the decision gates and the back end, not the brainstorm.

How we read it: The Pattern Decoder Approach

  • Communication patternsHow each person takes in information and makes themselves understood.
  • Decision-making patternsHow each person frames a problem, what they count as evidence, and how they decide.
  • Motivation and behavior driversWhat draws each person in, what they protect, and what makes them disengage.

Patterns and tendencies, not measurements. Nobody is scored, ranked or sorted into a type.

The Pattern Decoder Approach, used with management teams at

Delivered by Mindset Mastery Academy. Named with their permission.

  • The Able by King Power
  • SYNTECH (Synergy Technology)
  • WEDO

What the team gets

  • Your own thought pattern, made visible
  • How each member thinks and decides
  • The right mind on each kind of work
  • Workflows that flow with how people think
  • A development plan for every member

So each person’s potential reaches the result.

How it runs

From first call to a team designed around its people.

You can stop after any step. Each one leaves you with something you can use.

  1. Week 0First conversation
  2. InterviewsAbout 90 minutes with each member
  3. DebriefThe team designs its way of working
  1. Step 1

    An hour with a founder

    1 hour

    You describe the team, the work it owns and where it loses momentum. You leave with a straight answer on whether a team map would help, or whether the constraint is somewhere else.

  2. Step 2

    Founder-led interviews

    About 90 minutes per person

    A structured depth interview with each member, held in person by a founder, using The Pattern Decoder Approach. It is a conversation about how the person actually thinks and works, not a questionnaire. See a sample.

    What it asks of your teamAbout ninety minutes from each member, taking part voluntarily. Before the first interview, the sponsor agrees the purpose and how the information is handled.

  3. Step 3

    The team debrief and design

    Facilitated with the whole team

    Individual findings become one team map: who is drawn to which kind of work, where the team is concentrated, and where it is thin. The team then sets up each person’s workflow around how they think.

Each person hears their own findings first. Nothing is used for performance reviews.

Not ready to involve the team yet?

Start with your own map.

A 90-minute session for you alone: your own communication, decision-making and motivation patterns, before anyone else takes part. Begin here, then decide whether to map the team.

Ask about the leader session

What you receiveEvery assessment includes

  1. 01

    For each person

    • Their own findings, explained to them
    • A career development plan
  2. 02

    For the team

    • A team profile: strengths, tensions, gaps
    • Who fits new business, process and risk work
    • Each person’s workflow, set up around how they think
  3. 03

    For the next 6 to 12 months

    • A written coaching plan to carry it into real work
    • Optional: applied to one live innovation challenge

The methods behind these stages Forward this to your leadership team: one-page summary PDF

Team map · Extract

New-business unit, eight members

Illustrative sample
8members interviewed
5drawn to process redesign
2drawn to new business design, and neither leads it
1drawn to control and risk

Everyone heard the same brief. Five of eight are drawn, at gut level, to improving how things run, so the new-business project kept turning into a process project. The two people drawn to new business design were assigned elsewhere, and only one instinctively guards the risk.

Members drawn to each kind of work, out of 8

  1. New business design2Root cause: the two who fit it were assigned elsewhere
  2. Process redesign5Where the project drifted: five of eight
  3. Control and risk1

Root causeWhere everyone looked

Design decisions from the team debrief

DecisionExpected effectAgreed with
1Move the two members drawn to new business design to lead the new-business projectThe project stays a new business, not a process manualSponsor, team lead
2Bring the control-and-risk mind in at each decision gate, not every meetingRisks caught early, without slowing the teamWhole team
3Set up each person’s workflow around how they think, with a development plan for eachWork flows, and people know where they can growEach person, team lead
Decision for the sponsor: adopt the roles and routines, and start the coaching planPage 4 of 11

What the team holds after the debrief

One team map, and who goes on which work.

The sample is illustrative and its numbers are invented. Each participant sees their own findings first; the team sees only the combined picture it agreed to share.

Every assessment includes

  • Individual findings, explained to each person
  • A team profile: distribution, strengths, tensions and gaps
  • A facilitated team debrief
  • Who fits new business, process and risk work
  • Each person’s workflow, set up around how they think
  • A career development plan for each person, and a 6 to 12 month coaching plan

Why it pays

Know what your people can do, and how they think.

Skills show what someone can do. Thinking preferences show what they will do by instinct, under pressure, when nobody is watching. A leader who sees both can plan around strengths and weaknesses alike.

  • Work assigned by fit, not by title. Each kind of work goes to someone whose skills and instincts both suit it.
  • Weak spots covered on purpose. You know where each person will struggle, so you pair people deliberately instead of finding out mid-project.
  • Fewer misread intentions. When you know how someone decides, a different view stops looking like resistance.
  • Briefings that land. You give each person information in the way they take it in, so fewer things are done twice.
  • Earlier warning. You see disengagement coming from what drives each person, before it shows in the results.

Working with us

Who it is for, and a straight answer on fit.

Who this is for

New teams before their habits set, and capable teams that keep stalling.
  • A newly formed innovation team, before its ways of working set.
  • An existing team that keeps stalling at the same stage of its work.
  • A leader with capable individuals and an underperforming group.
  • A leader who wants to understand their own thought pattern, and lead each person the way they think.
  • An organization building innovation capability that needs the team design to last after we leave.

When we are not the right partner

We will tell you in the first hour.
  • The intent is to identify who should be removed from the team.
  • The results are wanted for selection, promotion or performance rating.
  • Participation would not be genuinely voluntary.
  • A score or a ranking is expected, rather than a design decision.
  • The sponsor cannot act on what the assessment finds.

If this rules you out, tell us the outcome anyway. Another of our services may fit, and if not, we will point you to who can help.

Common questions

Questions leaders ask us.

Is this a psychometric test?

No. It is a structured interview conducted by a founder. It produces a description of preferences and a set of design decisions, not a score. Nobody is ranked or given a type.

Will the results be used in performance reviews?

No. That is a condition of the engagement, written into its terms. The results are for team design and individual development; reuse for selection, promotion or rating is excluded in writing.

What does each participant see?

Their own findings, explained to them directly. Before the interview, each person is told what is collected, who will see the team profile, and what will be decided with it.

How long does it take?

About ninety minutes of interview per participant, plus the team debrief. Total elapsed time depends on team size and availability, and is agreed when we scope the work.

Does the whole team have to take part?

The picture is only as good as its coverage, and we will say so if gaps leave it partial. Participation must still be voluntary: a compelled interview is not worth conducting.

Start here

Who on your team should be doing which work?

Bring the team and the work it owns to an hour with a founder. You leave with a straight answer on whether a team map would help, or whether the constraint sits somewhere else.

Teerasak WongpiyaCo-Founder and Managing Director

Discuss your target with us

1 hour with a founder. No preparation needed.

Not the decision-maker? Forward the one-page summary PDF

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