Publications

The research atlas consists of eight papers tracing the convergence.

P-Series — Foundational

P1

The Reconstruction Problem: Why Organizational Decision Context Cannot Be Recovered After the Fact

Organizations make consequential decisions every day, yet no infrastructure exists to capture the governance context of those decisions at the moment they occur. This paper identifies and names the reconstruction problem — the structural impossibility of recovering organizational decision context after the fact. Six independent research traditions have each arrived at this same structural boundary.

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P2

Why Organizational Data Cannot Support World Models: A Four-Step Structural Argument

Organizations deploying AI agents need world models. The Conant-Ashby good regulator theorem establishes this as mathematical necessity. This paper argues that such models cannot be learned from organizational data, through a four-step structural argument: organizational data lacks governance-grade structure, governance requires invariances, standard training objectives systematically break these invariances, and capability scaling does not produce reliability.

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P3

Five Frontiers, One Gap: How Disciplinary Silos Obstruct AI Operational Deployment

Five independent research communities working on AI agents — reliability science, world model planning, embodied AI, governance standards, and data platform architecture — have each reached the same structural boundary from different directions. When five active research frontiers independently discover the same missing infrastructure, the gap itself is a research result.

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P4

The Organizational World Model: Formal Requirements for Modeling Organizational Reality

This paper derives the formal requirements for an organizational world model from first principles across four independent theoretical traditions. The Conant-Ashby good regulator theorem proves that governance requires a model. The Francis-Wonham internal model principle specifies what that model must contain. Together they yield ten formal requirements that any organizational world model must satisfy. No existing standard, framework, or system satisfies all ten.

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P5

Cognitive Externalization as Infrastructure

If organizational governance must be architecturally specified rather than learned from data, where does the governance structure come from? This paper argues it comes from practitioner cognition — the accumulated expertise of auditors, compliance officers, grants managers, and organizational governors. The organizational world model is populated by structurally externalizing what practitioners already know.

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D-Series — Dialogue