Dr. Michael Hsu’s co-occurrence model is his flagship organizational consulting offering through Online Workshop Hub. It gives leaders a structured way to investigate how practices, stakeholder experiences, and organizational concerns appear together, and what those patterns suggest about where to focus improvement efforts.

During an invited seminar at Cal Poly Pomona on October 8, 2026, Dr. Hsu presented the research behind this approach in From Genes to Organizations: Using Co-Expression Logic to Understand Management Configurations.

The model draws on his background in basic science research at UCLA, clinical research training at Brigham and Women’s Hospital, graduate work at Boston University School of Medicine, and doctoral organizational improvement research at Vanderbilt University. Across these settings, a recurring question shaped his inquiry: what becomes clearer when we examine relationships among observations?

In biological research, co-expression analysis examines coordinated patterns of gene activity. Organizational co-occurrence analysis examines features that repeatedly appear together across observations. Dr. Hsu applies this pattern-based perspective to organizational consultation, combining it with a configurational approach that considers how practices work together within a particular context.

The consultation begins with an organizational question. Evidence from stakeholder feedback, operational information, and documented observations can then be organized into a model of recurring relationships. Comparing perspectives helps a leadership team see where expectations align, where concerns cluster, and which questions deserve closer investigation.

The seminar illustrated this through a boutique consultancy examined in Dr. Hsu’s Vanderbilt project. Strong client relationships and personalized service were important strengths. Information tracking and follow-up depended heavily on less formal routines, presenting challenges for growth.

Different stakeholder groups emphasized different needs. Staff focused on reliable processes and usable client information. Existing clients emphasized clear onboarding, dependable delivery, and transparent expectations. Participants representing prospective clients focused on values, authenticity, and organizational fit. These findings informed recommendations for a regular client relationship management routine, clearer onboarding, and documented service expectations.

The model supports a consultation process that moves from evidence to practical recommendations. A visual map can help stakeholders discuss the relationships identified, consider alternative explanations, and decide which changes to test. Recurring associations guide inquiry; they do not, by themselves, establish cause.

The work continues as the organization changes. Teams can document new observations and revisit the model to examine whether an intervention addressed the original concern. The seminar also explored how AI might help organize new evidence and make an evolving organizational model easier to use.

Through Online Workshop Hub, Dr. Hsu offers this approach to organizations seeking a research-informed examination of their challenges. Workshops and facilitated discussions can help stakeholders interpret the findings together and develop next steps grounded in their own organizational context.

Explore the presentation to see the framework and case study. To discuss applying the co-occurrence model to your organization, contact Online Workshop Hub with the challenge you would like to investigate.