Psychological Contract: Unspoken Trust between People & Institutions
An implicit understanding between individuals and organisations about mutual expectations and obligations — shaping motivation, trust, and perceived fairness beyond formal contracts.
Normalization of Deviance: When risk becomes routine
When small rule-bending becomes routine, organizations gradually accept higher risks as normal, eroding safeguards until failure becomes inevitable.
High Reliability Organisation (HRO) theory: Mindfulness in the Face of Risk
HRO theory explains how organisations in high-risk domains sustain safety by cultivating continuous mindfulness, error sensitivity, and resilience against drift.
Systems Drift: When Rules Outpace Reality
Systems Drift is the slow misalignment of rules and reality. Left unchecked, it creates brittle compliance rituals and weakens institutional trust.
Double-Loop Learning: Reframing the Rules of Organisational Learning
Double-Loop Learning reframes not just actions but the rules that shape them, enabling organisations to adapt assumptions and stay resilient in changing contexts.
ADHD in the Workplace: Compliance Fatigue Exposed
Compliance fatigue isn’t reluctance to learn — it’s what happens when corporate training loops punish ADHD professionals with exhausting déjà vu.
Normative vs. Coercive Compliance: Legitimacy vs. Imposed Authority
Normative compliance stems from a belief in legitimacy, while coercive compliance arises from imposed authority — understanding this divide reveals whether rules are followed out of trust or fear.
When AI Becomes the New Gatekeeper
AI is sold as innovation, but too often it just industrialises dysfunction. When hiring filters replace human judgement, both candidates and managers lose.
Cognitive Load Theory: Why Working Memory Limits Matter
Cognitive Load Theory explains how limits on working memory shape learning and performance. When systems ignore these limits, they create wasted effort, poor retention, and user frustration. Designing with load in mind enables clarity, efficiency, and better outcomes.
The Paradox of Automation
The Paradox of Automation shows that the more we automate, the more fragile systems can become. Efficiency reduces human involvement, but when things go wrong, operators are less prepared to step in — turning supposed resilience into hidden risk.