Research Method
Better Ideas Start Here. What do we do? First, we ask what can we do! We educate! We share! To do that we learn to be ahead of the current thinking in the public sector because its necessary to add value. Maybe we have ideas, and maybe there is something we can do better, maybe there isn't, but members of Merit House choose to offer the chance that it might. Business leaders understand listening and rapidly adapting. Merit House is a think tank predicated on the principle that different experience or varied perspective is valuable without being a special interest advocacy organization. Nevertheless, truth decay is an existential threat that we combat by subjecting facts to rigorous analysis by individuals who demonstrate the capability and prerogative to change when the facts change. In this regard, we produce the 3 Point Daily Global Brief focusing on geopolitics, economics and local impact to help give our participants up to date information as they work on the forefront of Canadian business.
In terms of public finance, to budget appropriately you need to know what you need, what's possible to be done, what others are doing, what it really costs, what can be done with what you have, what's going to be important a few moves ahead, how it changes, or how perhaps it even changed moments ago. Leaders from the private sector excel in this data and skillset. These questions are tested by independent policy dialogue to find real answers amongst those outside the echo-chamber, but in the know. In this mandate, policymakers come to our collective of thought leaders because without attending our 'not for attribution', 'off the record' salon lunches, decisions might be made with only partial information, or in the rear view mirror, or worse yet as hamstrung by budget limitations and groupthink. Good decision makers choose to check their analysis and be challenged by proven successful decision-makers who encourage disruptive ideas and recognize that what is difficult to discuss is frequently what needs to be discussed most. Our participants enjoy perspectives of merit and diversity, and place top value on creativity-- as critical inspiration. No one should advise on best practices unless their practices are genuinely best. Our veterans, retired diplomats, next career civil servants, business leaders, political scientists, and former elected officials choose to 'talk shop' with those up and comers as diplomatic candidates, or otherwise possessing something to offer by partaking in a confidential imaginative political process dialogue. Generally, we talk about exactly what those who aim to be pleasing do not want to talk about. Public sector leaders are remiss without gaining this important perspective. What private business leaders do on a transnational basis, we deem track 2.5 diplomacy because their words, their relationships, their integrity shapes the international counterparty's sense of Canada. Diplomacy by Canadian business leaders (by what we actually do) has impact. More often than not exceptional high value ideas are generated from our Halifax-centred dialogue.
In terms of public finance, to budget appropriately you need to know what you need, what's possible to be done, what others are doing, what it really costs, what can be done with what you have, what's going to be important a few moves ahead, how it changes, or how perhaps it even changed moments ago. Leaders from the private sector excel in this data and skillset. These questions are tested by independent policy dialogue to find real answers amongst those outside the echo-chamber, but in the know. In this mandate, policymakers come to our collective of thought leaders because without attending our 'not for attribution', 'off the record' salon lunches, decisions might be made with only partial information, or in the rear view mirror, or worse yet as hamstrung by budget limitations and groupthink. Good decision makers choose to check their analysis and be challenged by proven successful decision-makers who encourage disruptive ideas and recognize that what is difficult to discuss is frequently what needs to be discussed most. Our participants enjoy perspectives of merit and diversity, and place top value on creativity-- as critical inspiration. No one should advise on best practices unless their practices are genuinely best. Our veterans, retired diplomats, next career civil servants, business leaders, political scientists, and former elected officials choose to 'talk shop' with those up and comers as diplomatic candidates, or otherwise possessing something to offer by partaking in a confidential imaginative political process dialogue. Generally, we talk about exactly what those who aim to be pleasing do not want to talk about. Public sector leaders are remiss without gaining this important perspective. What private business leaders do on a transnational basis, we deem track 2.5 diplomacy because their words, their relationships, their integrity shapes the international counterparty's sense of Canada. Diplomacy by Canadian business leaders (by what we actually do) has impact. More often than not exceptional high value ideas are generated from our Halifax-centred dialogue.