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Paper #1009
Who Signs? Decision Accountability as a Forensic Standard
"The palest ink is better than the best memory." — Chinese proverb "For a successful technology, reality must take precedence over public relations, for nature cannot be fooled." — Richard Feynman, Report of the Presidential Commission on the Space Shuttle Challenger Accident (1986)
OPEN HTML DECK ↗Deck mode is an on-site reading view, not a PowerPoint download.
Theorem status: evidence-traced claim under the cited paper's assumptionsFalsification: show the same game preserving system welfare without changing the payoff structure
KEY FINDINGS
THEOREM
PLAIN ENGLISH
"The palest ink is better than the best memory." — Chinese proverb "For a successful technology, reality must take precedence over public relations, for nature cannot be fooled." — Richard Feynman, Report of the Presidential Commission on the Space Shuttle Challenger Accident (1986)
EVIDENCE & LIMITATIONS
- Theorem status: evidence-traced claim under the cited paper's assumptions
- Falsification: show the same game preserving system welfare without changing the payoff structure
REFERENCES / CITATION STATUS
References section
Not detected
Bibliography entries
0
In-text citations
0
Unique citations
0
Footnote markers
37
Source hash
7b8b7258151f
This page reports reference counts measured directly from the manuscript. Full reference entries render only when a curated source chapter carries a public References, Bibliography, Source Notes, Supplemental Reference Archive, Footnotes, or Source-Grounding Ledger section. The site does not synthesize citation entries. Literature-claim verification status: not evaluated.
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EXECUTIVE SUMMARY
Decision Accountability as a Forensic Standard --- Chapter file: ch01 the five minute test.md Chapter 1: The Five-Minute Test "The palest ink is better than the best memory." — Chinese proverb "For a successful technology, reality must take precedence over public relations, for nature cannot be fooled." — Richard Feynman, Report of the Presidential Commission on the Space Shuttle Challenger Accident (1986) Place any corporate decision before a stranger and allow five minutes.
Can that reader reconstruct who decided, what was decided, why, under what authority, and what would trigger reconsideration?[^1] Most Fortune 500 decisions fail.
Take any decision — a product launch, a risk limit, a compliance policy, a hiring criterion, a strategic pivot — and hand the documentation to someone who was not in the room when it was made.
If the answer to any question is "I can't tell from this record," the record is incomplete and the decision is effectively undocumented.
METHODOLOGY
Manuscript-only extraction. No external literature expansion or paid API call was used.
SOURCE QUESTIONS
SSRN not yet postedDeck ↗
WHY THIS MATTERS
For the economist
A structural claim about when bilateral optimization degrades the shared system. Read the formal statement and its stated axioms.
For the regulator
The constraint is physical or biological, so disclosure alone will not internalize it. The policy lever is to bound exposure, not to price it away.
For the executive
This is where a privately efficient decision can degrade the system the business depends on. The governance question is which decision records would make that system cost visible before it is normalized.
For the teacher
An on-site HTML deck and the expanded curriculum cover the argument, the evidence, and the measurement. Use the deck as a self-contained class session, then route deeper through the 45-50h core course or 100+h full curriculum.
For the affected community
In plain terms: who gains from the current arrangement, who pays for it, and what rule change would alter that split. The summary states each without jargon.
© 2026 Erik Postnieks · Independent Researcher · Salt Lake City