Positioning papers
The DFS Theoretical Positioning Papers: eleven papers that together set out the framework.
- 1
Decision Free Solutions: A Causal-Perceptive Paradigm Unifying Organisational Science
How a Deductive Framework Built on First Principles Reorganises What Organisational Science Already Knows
- 2
Outcomes Are Caused, Not Decided
How a Framework Built on Causality Redefines Risk and Expertise and Lays the Groundwork for Organisational Design
- 3
Decisions Add Unnecessary Risk
What a Precise Definition of Decision Reveals — After Seven Decades Without One
- 4
Decision Making as the Structural Mechanism of Organisational Discrimination
How Unsubstantiated Choices Generate Inequality — and Why Awareness Cannot Dismantle What Architecture Creates
- 5
Hierarchical Decision-Making as Structural Pathology
What Happens When Authority Needs No Explanation
- 6
When the Organisation Is the Trap
What a Precise Definition of Hierarchical Decision-Making Reveals About the Psychological Harm It Produces
What this paper is about
Where people are expected to carry out choices nobody has to explain, they cannot act on what they perceive or be heard about it. Add an ordinary job, with outcomes they answer for but cannot influence and a cost of leaving that grows every year, and these are the conditions Judith Herman identified as the mechanism of psychological trauma.
- 7
Leadership That Stays When the Leader Leaves
How a Functional Definition of the Leadership Role Reveals the Architecture Organisations Need to Utilise Expertise
- 8
Identifying and Utilising Individual and Organisational Expertise
- 9
Why Leadership Positions Are Filled with the Privileged
- 10
How to Become a High Performance Organisation
- 11
The Societal Consequences of Making Expertise Matter
On the Architecture That Suppresses Expertise, and the Different Design Our Societies and This Century Call For