We perceive what
organisations
cannot name.
Invisible structural misalignment, given language. Agency returned to people whose time and autonomy have been quietly extracted.
We work with founders, executives, and teams navigating conditions where conventional consulting produces no useful signal.
Most organisations are optimised for the appearance of function, not function itself.
The language available to describe what is wrong is borrowed from the wrong disciplines. HR frames it as engagement. Finance frames it as efficiency. Strategy frames it as alignment.
None of these framings locate the actual problem. They locate the symptom in the wrong layer — and so the interventions they generate produce no durable change.
What is needed is the capacity to perceive structural misalignment directly, give it precise language, and act from that language with authority.
Four disciplines. One coherent practice.
Structural Diagnosis
We identify the invisible architecture of dysfunction — the patterns of extraction, misalignment, and lost agency that standard assessments cannot reach.
Language Authoring
We give precise, usable language to conditions that have resisted naming. This language becomes the instrument of change — not the change itself.
Operational Continuity
We design the conditions under which people can work well across time — not just perform well under observation.
Insight Deployment
We work alongside leadership to deploy authored insight into live operational conditions, where it can actually hold.
Three things that are true about AI and organisations.
AI does not fix structural problems
Deploying AI into a structurally misaligned organisation accelerates the misalignment. The technology is neutral — it amplifies whatever architecture it operates within.
AI-generated language obscures structural conditions
When organisations use AI to produce internal communications, they lose access to the signal that imprecise human language was carrying. The noise was diagnostic.
The organisations that will thrive are those that can see clearly
Not those with the most advanced tools. The competitive advantage of the next decade is perceptual — the capacity to see what is actually happening and act from that seeing.
Before diagnosis, there is discovery.
Discovery is the process by which we orient ourselves to the specific conditions of your organisation. It is not an audit. It is not a survey. It is a structured form of attention.
We conduct discovery through conversation — direct, unhurried, and oriented toward what is present rather than what is reported. The output of discovery is a preliminary orientation document that frames the diagnostic work to follow.
Discovery engagements run two to three weeks. They are available as standalone work or as the first phase of a full diagnostic engagement.
A practice built on perception before prescription.
Initial Perception
We begin by listening for what is not being said — the structural conditions that produce the presenting symptoms. This is not an intake interview. It is a diagnostic act.
Structural Mapping
We map the architecture of the problem across its actual layers: operational, relational, linguistic, and temporal. We locate where agency has been extracted and why.
Authoring the Diagnosis
We produce a written diagnosis — not a report, not a deck. A document that names the condition with sufficient precision that action becomes possible.
Operational Integration
We work alongside the team to integrate the diagnosis into live operational conditions — holding the language as conditions evolve.
Sustained Authorship
We remain available as conditions change, ensuring the diagnostic language remains accurate and the interventions remain coherent.
Three cases. Three conditions.
The Firm That Could Not Retain
A mid-size consultancy was losing senior talent at a rate their exit interviews could not explain. Engagement scores were average. Compensation was competitive.
The actual condition was a systematic extraction of authorship — junior staff were producing insight that was being attributed upward without remainder. The condition had no name inside the firm.
A diagnostic document was produced and deployed into a leadership offsite. Three structural changes followed. Attrition dropped by 60% over two quarters.
The Product That Would Not Ship
A scaling technology company had missed four consecutive launch dates. Post-mortems identified different causes each time. Leadership was losing confidence in the team.
The team was operating under a decision architecture that made no decision final. Every decision remained implicitly reversible, which meant no decision was ever fully made.
A new decision protocol was authored and embedded. The next release shipped on schedule. The one after that shipped early.
The Meeting That Never Ended
A regional health authority had been running a transformation programme for three years. The programme had produced extensive documentation and no operational change.
The programme was designed to produce the appearance of transformation without requiring anyone to absorb the cost of actual change. This was not malicious — it was structural.
The programme was restructured around three specific operational outcomes with named owners. Two of the three outcomes were achieved within six months.
For the first time in three years, we had a document that said what was actually happening. Not what we wished was happening, not what the data suggested was happening — what was actually happening.
The diagnosis was uncomfortable to read. It was also completely accurate. That combination — precise discomfort — is rare. It is what made action possible.
We had run every kind of engagement programme available. Nothing held. What Quiet Dissent gave us was not a programme. It was a way of seeing. The holding came from that.
Which of these conditions are present in your organisation?
Select all that apply. This is not a form — it is an instrument of initial perception.
What people ask before they begin.
Begin with a conversation.
Tell us what you are facing. We will tell you whether it is something we can usefully address.