Lexicon

The machinery that turns validated knowledge into lived practice: three coupled loops (practice, operating system, research) governed by a plural constitution.

The systematic failure of validated knowledge to become lived practice; one signature that repeats at four scales, with a different bottleneck at each.

The individual-scale gap: smart people who know what to do and do not do it, because knowledge is declarative and performance is procedural.

The organisational-scale gap: firms that can recite ambidexterity and still fail at it, because the gap lives in the operating system, not in individual heads.

The polity-scale gap: validated democratic mechanisms, from deliberative mini-publics to quadratic voting, that remain pilots because they are disseminated rather than installed.

The loop that embodies knowledge in people through deliberate, pressure-hardened practice; tempo seconds to minutes; vehicle: Sales Kung Fu.

The loop that installs knowledge into organisations with software as the carrier; tempo weeks to quarters; vehicles: SaoC, AOA, Kybernautik.

The loop that feeds real-world evidence back to the researchers who design the mechanisms, privacy-preserving by design; tempo quarters to years; vehicle: Tapir, Data Collaboration.

The ⿻ principles of RadicalxChange and Plurality that sit above the three loops and decide where the surplus of a positive-sum system goes: openness, agency, fairness, regenerativeness, by design rather than by promise.

Software as organisational Change: the thesis that enterprise software is not a tool that supports change but organisational change itself, in executable form.

Ambidextrous Organisation Acceleration: the research-and-measurement programme that operationalises ambidexterity on six organisational scales across four levers and instruments every deployment.

Unlocking data across organisations through positive-sum games: privacy-preserving foundations, fair value sharing, joint governance. Share knowledge, not data.

Increasing returns and positive-sum have two faces: one compounds capability for the players who create the surplus, the other compounds dependence on an intermediary who captures it. The test has two halves: where the surplus goes, and what is quietly taken that never shows up in a price.

The role that carries concepts from research into production and evidence from production back into research; a scholar-practitioner as an institutional position, not a personality.

The design requirement that any system built to close a research-practice gap must demonstrably close its own gap, rather than reproducing it one level up.