CA's Quality Assurance Cycle is an evaluation and continuous knowledge creation system that measures the bottom-line impact of strategic initiatives, corporate change programs, systems redesign, etc in financial terms and improves them in a way that maximizes their value to the company.

A versatile and highly reliable approach to providing a quality check of actions and their consequences in real circumstances, CA's Quality Assurance methods also quickly transform the new knowledge into the next generation of product, marketing & sales strategy, organizational redesign, IT systems, manufacturing process, etc.

In order to gather the most reliable and valuable data, CA practitioners engage one-on-one in Quality Assurance interviews with the key players involved. Using CA tools to establish a high degree of safety with each participant, CA practitioners are able to productively access internal dialogues, inquire into the participants' reasoning, and better understand the current practice. This process uncovers critical information that would otherwise not be openly discussed, including issues that are typically difficult to discuss about the organization (current practices, policies, strategies, etc.)

Identifying these unfiltered thoughts, feelings, and images enables a CA practitioner to measure the actual impact of the current practice, including deeply rooted barriers to overcoming any unintended consequences of the current practice. This can include undiscussed or and/or tacit concerns the interviewee may have about how they might be judged if they try changing their current practice.

Unlike traditional evaluation methods that focus only on data collection, participants are asked to jointly create and test new solutions to the bottlenecks. These contributions not only provide value to participants in the Quality Assurance process, but they assure that the new knowledge is incorporated appropriately in the next generation of the program or system.

CA's Quality Assurance Cycle assures that:

• More accurate diagnosis of the critical business issues that are typically hidden and not openly discussed;
  
  
• Identification of underlying, hidden patterns of interaction and their consequences that hinder maximum effectiveness or efficiency. This includes barriers to implementing the desired systems or organizational change.
  
  
• A more precise and complete picture of how individuals apply what they have learned, what hidden barriers they face when doing so, and how those results contributed to the bottom-line.
  
  
• Solutions to these bottlenecks are designed and tested from participants' internal dialogues so that they will more effectively maximize their business impact.