Topic

Systems thinking in practice.

When everyone does their job right and the result is still wrong, the problem sits in the system: roles, incentives, handovers, and the grey zones between them. I trained as an engineer and a sociologist, which means I read organizations the way I read technical systems. Both break at the interfaces.

These pieces describe concrete mechanisms rather than abstract models: a handover that broke a chain, an incentive that rewarded the wrong behavior, a responsibility nobody owned.