​​BSS is delighted to recommend CIX.

CIX manages all BSS diagnostic programming and report production.

Let BSS help ensure your corporate success

Our site is always being updated. If you would like to discuss anything in particular please click here.

News and articles

We are always delighted to get feedback from our clients and users.

Laureen MacNeil, Executive Director of the Canadian Mental Health Association recently wrote the following to her consultant, George Campbell of Fall Line Systems in Calgary:

"George - thanks so much. The BSS ERD report is really gift at this stage of my leadership path within CMHA. 

I read it last night and it is very easy to understand and process.  I look forward to working with you on my KBI's and with my coaching team."

Thanks Laureen! 

For another view, check out the case study from GlenPatrick Spring.

Following high demand we are delighted to announce our diagnostics are now available in German.

For details contact: Central@behaviouralscience.com

*  Improve management and corporate performance

*  Measure the application of corporate values and      


*  Use hard data to focus actions and behaviours 

*  Put quantifiable ROI on training and development

​*  Recruit the right people into the right jobs

our philosophy

We believe that:

  • Behaviour drives performance. It’s what you DO that matters, not what or who you are

  • There is no single set of ideal behaviours that consistently leads to high-level performance

  • The thing that determines whether any specific behaviour is successful is the job itself.
    ​Effective behaviour is determined by the situation. Matching behaviour (what someone does) to the requirements of the job – its defined competencies, core values, results-driving actions – is the key to best job performance.

  • Successful behaviour change is based on observable, measurable data. Actions and decisions that aren’t visible to people don’t exert any influence on their behaviour. Actions and changes that are consistently measured get attention and produce results.

  • People change because they want to, not because someone else wants them to.  They either change because they see the light or they feel the heat. Without accurate feedback on their behaviour neither of these things is possible.

  • Change proceeds best from an AT (Ask Them) approach rather that a TT (Tell Them) approach.  As Winston Churchill so nicely put it, “Personally I’m always ready to learn, although I don’t always like being taught.”
    ​Asking people what they should do to improve performance is far more effective than telling them. But to get a clear answer requires our sophisticated behavioural technology.