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ANNEX E. Prevention–Contingency Matrix
Last Updated: December 5, 2025Why resilient systems require both prevention and contingency, and how the balance determines performance under stress Doctrine Claim: You cannot prevent every failure, and you cannot firefight your way to stability. Resilient systems require two distinct layers of defense: Prevention (to reduce the probability of error) and Contingency (to reduce the impact of error). This...
ANNEX D. Decision Altitudes Model
Last Updated: December 5, 2025Why decisions must be made at the right altitude to move fast, stay aligned, and avoid unnecessary friction Doctrine Claim: Decisions have mass. Strategic choices are heavy and belong at the top. Tactical choices are light and belong at the edge. When you confuse the two: when leaders micromanage formatting or operators wait for permission...
ANNEX C. Interface Ownership Model
Last Updated: December 5, 2025Why every interface needs two owners, one on each side, and why systems fail when ownership is ambiguous Doctrine Claim: Most organizations assign owners to the boxes (systems) but leave the lines (interfaces) ownerless. This is a fatal error. Systems rarely fail in the center; they fail at the seams where ownership is ambiguous. This...
ANNEX B. Data Contracts
Last Updated: December 5, 2025The technical agreements that stabilize interfaces, reduce ambiguity, and enable useful interoperability Doctrine Claim: Without a Data Contract, every system update is a potential outage for your partners. Contracts stop the “silent drift” of schemas and timestamps that breaks mission tempo. This is the technical agreement that turns a data feed from a “leak” into...
ANNEX A. Human Contracts
Last Updated: December 5, 2025The interpersonal agreements that make federated systems, distributed decisions, and high visibility work possible Technical systems run on code – federated systems run on trust. A Human Contract is the “interpersonal scaffolding” that prevents political friction from becoming a technical outage. It defines who owns the boundary, how we escalate, and what “done” actually means....
Doctrine 19: Supervision, Management, and Leadership Are Three Different Jobs. Confusing Them Breaks Systems
Last Updated: December 5, 2025Why systems collapse when these roles blur, and why high-performing mission environments keep them distinct This guide distinguishes the Three Altitudes of people management. When you confuse supervision, management, and leadership, you create drag, conflict, and failure. Most organizations collapse these three jobs into one fuzzy blob. But they are different: If you ask a...
Doctrine 18: Commitment Outperforms Compliance in High Trust, High Tempo Environments
Last Updated: December 12, 2025Why teams built on commitment move faster, adapt better, and deliver more value than teams built on rule following This guide moves beyond the “rules vs. freedom” debate and shows why Compliance and Commitment are not binary opposites, but distinct structural layers. You use Compliance to establish a safety floor, and Commitment to unlock the...
Doctrine 11: Preventive Action and Contingent Action Must Both Be Designed Intentionally
Last Updated: December 9, 2025Why planning for the expected and structuring for the unexpected creates systems that survive real conditions This Doctrine guide is the manifesto for Defense in Depth. It argues that you cannot stop all failures (Prevention), so you must also plan for survival (Contingency). A system built only for prevention will fail under surprise. A system...
Doctrine 08: Clear Intent Compresses Ambiguity, Reduces Conflict, and Accelerates Action
Last Updated: December 9, 2025Why everything flows faster when people know the purpose, the boundaries, and the desired outcome This doctrine guide is about Focus and Speed. It argues that “Intent” is the ultimate compression algorithm for messy organizations. When intent is unclear, everything becomes harder. When intent is clear, everything becomes easier. Most delays, conflicts, and misalignments do...
Doctrine 02: Distributed Decisions Increase Alignment, Speed, and Resilience
Last Updated: December 9, 2025Why mission systems move faster and survive more when decisions are made at the lowest competent level 1. Centralization Creates Fragility Centralized control feels safe during planning. It appears orderly. Predictable. Controlled. But once an environment becomes dynamic, uncertain, or degraded, centralized decision making collapses under its own load: Centralization creates a single point of...