Selected Diagnoses
Case 01: The Ilusion of Consensus
Sector: International Development
The Symptom: A persistent failure to anticipate project failure despite "green" status reports.
The Diagnosis: The organization had created a linguistic culture where dissent was categorized as "lack of alignment." Signals of failure were being filtered out before reaching decision-makers to preserve social harmony.
The Intervention: Restructuring of reporting lines to decouple validation from execution.
CASE 02: Institutional Amnesia
Sector: Energy Infrastructure
The Symptom: Cyclical repetition of safety errors every 5–7 years.
The Diagnosis: Knowledge was stored in individuals, not structure. When senior engineers retired, the "epistemic net" developed holes. The institution remembered what to do, but had forgotten why it was done.
The Intervention: Implementation of a causal-history archive rather than a procedural database.
CASE 03: Signal Fatigue
Sector: Financial Oversight
The Symptom: Paralysis in the face of market volatility.
The Diagnosis: An over-optimized data ingestion engine. The net was too fine; it caught everything, making it impossible to distinguish signal from noise.
The Intervention: Coarsening the filters. Reducing data intake to restore interpretive capacity.