Read-only
Public-source retrieval and passive observation; default allowed
File 01
The LAKA grammar
Four connected layers, not one flat grid. States say how deep a change goes, internal variables say what part of the system it touches, change variables say how it behaves over time, and the execution lens says what you are allowed to do about it.
The canonical protocol
Every run walks the same seven stages. Elimination is recorded, not hidden — a discarded option with its reason is evidence too.
| Stage | Purpose | Required output |
|---|---|---|
| Symptom | Record the visible signal without diagnosing it | neutral observation and source |
| Decomposition | Separate system components | objects, conditions, actions, tools, resources, stakeholders, dependencies, outcomes |
| Variety | Generate materially different explanations and interventions | morphological alternatives, including do-nothing and measurement-first |
| Elimination | Filter without hiding discarded options | decision table using evidence, fit, urgency, reversibility, cost, capacity, risk, and time-to-evidence |
| Prescription | Select the smallest sufficient intervention | action, owner, inputs, expected state change, stop rule |
| Routing | Send work to the correct human/tool/agent | route, authorization, data classification, review gate |
| Review | Compare predicted and observed outcomes | result, variance, learning, next state |
Five change states
| Code | State | Meaning | Audit question |
|---|---|---|---|
| C0 | Baseline | Current/default state; no meaningful change | What exists now and how does it normally behave? |
| C1 | Minor Change | Local, low-depth adjustment; limited dependencies | What can improve through tuning or one-step repair? |
| C2 | Major Change | Material change across several components or outcomes | What requires coordinated redesign or meaningful investment? |
| C3 | Structural Change | Rules, architecture, incentives, ownership, or feedback loops change | What must be rebuilt at the system level? |
| C4 | Paradigm Change | Unit of value, category, business model, or governing assumption changes | What new demand curve makes the old comparison less relevant? |
Ten internal system variables
| Code | Variable | Definition | Diagnostic prompt |
|---|---|---|---|
| S1 | Object | What is acted upon | What entity, asset, message, process, or relationship changes? |
| S2 | Conditions | Operating circumstances | Under what market, technical, temporal, geographic, or regulatory conditions? |
| S3 | Actions | What the system does | What actions create, move, transform, measure, or stop value? |
| S4 | Tools | Mechanisms | Which human, software, channel, model, contract, or machine performs the action? |
| S5 | Resources | Required inputs | What information, people, capital, energy, permission, time, or assets are needed? |
| S6 | Outcomes | Produced states | What measurable output or outcome results? |
| S7 | Feedback | Learning and control | How does the result change the next decision or system state? |
| S8 | Constraints | Limits | What limits performance, legality, adoption, reliability, or scale? |
| S9 | Value | Beneficiary and benefit | For whom is value created, of what type, and at whose cost? |
| S10 | Failure Mode | Breakdown | How does the system fail, become misleading, or create harm at this state? |
Source: file 01 · layer-b-internal-system-variables · line 21
Fourteen change variables
| Code | Variable | Core question | Useful measures |
|---|---|---|---|
| D1 | Magnitude | How much change? | absolute delta, percentage delta, severity |
| D2 | Rate | How quickly? | change per day/week/quarter |
| D3 | Direction | Moving toward what? | improving, degrading, diverging, converging |
| D4 | Scope | How broadly? | entities, teams, regions, products, channels affected |
| D5 | Depth | How fundamentally? | surface symptom through governing rule |
| D6 | Duration | For how long? | transient, seasonal, persistent, permanent |
| D7 | Frequency | How often? | event count per period |
| D8 | Acceleration | Is the rate changing? | second difference, slope change |
| D9 | Variability | How consistent or unpredictable? | range, variance, coefficient of variation |
| D10 | Detectability | How visible or measurable? | signal latency, observability, false-negative risk |
| D11 | Reversibility | Can it be undone? | recovery time, switching cost, data persistence |
| D12 | Propagation | How does it spread? | dependency paths, affected nodes, time to spread |
| D13 | Amplification | What increases or dampens it? | multipliers, network effects, feedback gain |
| D14 | Accumulation | What builds over time? | backlog, technical debt, reputation memory, compounding value |
Source: file 01 · layer-c-fourteen-change-variables · line 38
Six execution-impact states
In passive research most valid collection actions stay in I1–I2. I3 produces the audit artifact, I4 needs explicit authorization, and I5–I6 are not prospecting tools at all.
Verify
Recheck, corroborate, calculate, or reproduce without changing target state; default allowed
Local change
Create local notes, models, reports, and exports; allowed within project scope
Remote/persistent change
Save externally, update CRM, post, email, or mutate remote history; explicit authorization and human review required
Destructive change
Delete, overwrite, mass-contact, disrupt, exploit, or irreversibly alter; blocked unless separately and explicitly authorized for a legitimate administrative task
Security/policy boundary
Authentication, credentials, protected systems, sensitive data, policy exceptions; stop and route to an authorized specialist
Grammar operators
| Symbol | Meaning | Example |
|---|---|---|
+ | compose required parts | Claim + Evidence + Time |
× | generate combinations | Channel × Persona × Funnel Stage |
→ | state transition | manual intake → instrumented intake |
| | mutually exclusive alternatives | Observed | Inferred | Unknown |
? | optional only when justified | Executive? |
{…} | repeat zero or more | {Evidence} |
[…] | gate or constraint | [E3+ required] |
~ | inference, never direct fact | slow response ~ queue friction |
! | contradiction or stop | ! recipient unresolved |
@ | source/provenance pointer | @source-0042 |
$[L,B,H] | low/base/high financial range | $[25k,60k,140k] |
Δ | measured change | ΔSOV = current − prior |
Source: file 01 · 2-operators · line 82
The fifty-cell structural matrix
Ten internal variables against five change states. The cell is the prompt: what does this variable look like at this depth of change?
| Variable | C0 Baseline | C1 Minor | C2 Major | C3 Structural | C4 Paradigm |
|---|---|---|---|---|---|
| Object | current unit | locally adjusted unit | materially redesigned unit | relationships/rules become the object | unit of value/category changes |
| Conditions | normal operating context | one bounded condition changes | several important conditions change | governing conditions are redesigned | old conditions become irrelevant or inverted |
| Actions | current workflow | tune/repair one action | coordinate new action set | change decision rights and feedback | introduce a new value-producing behavior |
| Tools | incumbent tools | configure/augment | replace/integrate a major toolset | redesign architecture/tool ownership | tool becomes a new platform or market mechanism |
| Resources | current inputs | small incremental input | meaningful new capacity | reallocate capital/people/data rights | resource model changes or new resource is created |
| Outcomes | current result | local KPI lift | material multi-KPI change | durable system performance change | new category outcome/demand curve |
| Feedback | current reporting | add a signal/alert | closed-loop experimentation | feedback changes governance/incentives | learning system continuously redefines value |
| Constraints | current limits | remove one friction | overcome a material bottleneck | change policy/architecture/incentive constraint | constraint becomes advantage or disappears |
| Value | current beneficiary/value | more of same value | new value mix or segment | value distribution changes | new beneficiary or unit of value |
| Failure Mode | current breakdown | local side effect | coordination/capacity failure | systemic lock-in or transition failure | category error, adoption discontinuity, new externality |