Short daily practice, made for each person.
Recognify Teams turns behavioural science and neuroscience into a few minutes of practice a day. This page shows what the training is made of, and the research behind every part of it.
01Grounded in science
Every exercise trains a skill that research shows can change.
The scan looks broadly at how people act, think and what they value, then picks the skill with the most room for each team. For each skill there are controlled studies showing that short, targeted practice moves it.
Based on the studies below
- Resilience
How people handle pressure, setbacks and uncertainty.
- Change readiness
Whether people see their place in a change and help shape it.
- Learning agility
How quickly people turn something new into the way they work.
02Short and repeated
Three minutes a day, for eight weeks.
People change through small actions they repeat and track, not through a single training day. When an exercise asks for a plan, it uses an if-then plan, which turns an intention into something people actually do.
Based on Michie et al. 2013 · Gollwitzer & Sheeran 2006
in total: three minutes a day for eight weeks. Less than half a training day.
effect size of if-then plans on doing what you intended
03Made for each person
No two colleagues get the same plan.
The scan picks the skill for the team. Each person gets exercises that fit where they stand on that skill and the situations they face at work, and the exercises adjust as they improve. People write their own reasons for changing. There are no generic affirmations.
Based on Hofmann & Hayes 2019, Aronson 1999, Wood et al. 2009
One team, one skill, week 3 Illustrative example
- Anna
Spot the assumption before you reply to a tense email.
- Bas
Retell yesterday’s setback as if it happened to a colleague.
- Chris
Write an if-then plan for Monday’s meeting.
04Growth you can see
Progress shows every day, and for leadership in week 11.
Employees see their own progress after each exercise. In week 11 the same scan runs again, so the leadership team gets one page with before-and-after scores per team and how many people took part. Individual answers stay private.
Based on Michie et al. 2013
Team East, learning agility Illustrative example
Day 14Week 11
05Enjoyable and low effort
Three minutes on their own phone, and it plays like a short game.
Each exercise starts from a situation people recognise and asks one question about it. They get feedback straight away. No workshop to schedule and no time away from work. Nobody has to take part.
Your friend gets the promotion you’ve been chasing. You say “that’s amazing!” and feel your stomach drop.
What’s most precisely underneath?
The research behind it.
Every exercise builds on one of these twelve studies. We are also testing the scan and the practice format in our own study at Radboud University.
Resilience
How people handle pressure, setbacks and uncertainty.
- Denny & Ochsner 2014 Emotion
Reappraisal training lowers negative feelings and carries over to new situations.
10.1037/a0035276 - Kross et al. 2014 JPSP
Talking to yourself from a distance reduces rumination under stress.
10.1037/a0035173 - Hülsheger & Schewe 2011 J. Occupational Health Psych
Reframing a situation beats faking an emotion, with less strain.
10.1037/a0022876
Change readiness
Whether people see their place in a change and help shape it.
- van Wingerden et al. 2017 J. Vocational Behavior
A job crafting programme raised job resources and performance.
10.1016/j.jvb.2017.03.008
Learning agility
How quickly people turn something new into the way they work.
- Stieger et al. 2021 PNAS
App-based coaching shifted traits, still visible three months later (d ≈ 0.35).
10.1073/pnas.2017548118 - Hudson & Fraley 2015 JPSP
People who set change goals and act on them do change.
10.1037/pspp0000021 - Hudson et al. 2019 JPSP
Completing the challenges, not only intending to, predicts the change.
10.1037/pspp0000221 - Gollwitzer & Sheeran 2006 Adv. Exp. Social Psych
If-then plans close the gap between intending and doing (d = 0.65).
10.1016/S0065-2601(06)38002-1
Design rules
Why the exercises look the way they do.
- Michie et al. 2013 Annals of Behavioral Medicine
Repetition and self-monitoring change behaviour, so practice is small and daily.
10.1007/s12160-013-9486-6 - Hofmann & Hayes 2019 Clinical Psych Science
Train the process behind a problem, not a label for it.
10.1177/2167702618772296 - Aronson 1999
People believe what they say themselves, so the employee writes the reason.
10.1037/h0088188 - Wood et al. 2009 Psych Science
Positive affirmations backfire for people with low self-esteem, so there are none.
10.1111/j.1467-9280.2009.02370.x
Figures used on the main page
- CBS 2026 Statistics Netherlands
Absence in organisations with 100+ staff was 6.8% in Q1 2026, above the 30-year average of 5.0%.
www.cbs.nl - Gartner
Only 32% of leaders get employees to adopt change in a healthy way.
www.gartner.com - Saks & Belcourt 2006 Human Resource Management
62% of employees apply training straight away, 44% after six months, 34% after one year.
10.1002/hrm.20135