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Principles

Principles

First-order principles that imply patterns, processes, and design.

01
Immutability of Facts
Facts are immutable; correction is always forward through new events, never silent modification of what was committed.
02
Document Before Apply
No mechanism or design choice is adopted in practice until it is documented; documented commitments must be honoured in implementation.
03
Commitment Requires Authority
No L2 or L3 derivation becomes operational ground truth without crossing an explicit commitment boundary where a named authority accepts responsibility.
04
Single Authority per Invariant
Every invariant that must hold across a set of facts is enforced by designating exactly one authority with exclusive write access to that set.
05
Domain Events Name the Real World
Domain events name what happened in the real world; CRUD names how storage changed. Conflating them forces interpretation — by people, automations, and models — that the log should not require.
06
Tier-One Events Declare Capture Mode
Every tier-one record carries a capture mode — commit, assert, measure, or formalise — saying how it became evidence, not only what the business calls it.
07
Contestability
After bind, affected parties and qualified challengers may contest through a defined, accessible process; outcomes are new L0 facts; nobody is sanctioned for questioning alone.
101
Decision Making Principle 1: Explicit Decision Ownership
Every consequential decision has a named owner at the commitment boundary — one authority per decision at bind, not hidden inside 'the leadership team.'
102
Decision Making Principle 2: Separation of Ideas from Identity
Critique targets ideas, evidence, and assumptions — never the person — so dissent is psychologically safe and epistemically useful.
103
Decision Making Principle 3: Evidence over Authority
Evidence and reasoning outrank title at the commitment boundary; authority weight follows track record in the relevant domain, not rank alone.
104
Decision Making Principle 4: Explicit Assumptions with Falsification Plan
Assumptions, monitors, and falsification triggers are recorded before dissent and bind — revision depersonalises when reality diverges.
105
Decision Making Principle 5: Reversibility Awareness
Every consequential decision is classified by reversibility before bind — reversible, costly to reverse, or irreversible — so process rigor and mandatory supersession speed match stakes.
106
Decision Making Principle 6: Right to Dissent (Before Commitment)
Dissent before commitment is an asset, not a career hazard — recorded in the (A)DR against published assumptions and options, not hallway rumour.
107
Decision Making Principle 7: Decision Finality After Debate
After recorded debate, the organisation commits and executes — finality closes debate, not observation; reopen only through mechanism, not rank or regret.