I’m interested in how human behaviour and institutional decisions are shaped by the use of interacting underlying tools, including authority, time, language, and social group structures, and how different configurations of these tools influence outcomes.

I explore whether these patterns can help explain and predict how complex decisions resolve in practice.

My thinking is influenced by complexity theory and cybernetics, particularly feedback processes in organisations, including the work of Stafford Beer and Ross Ashby.

More broadly, I’m interested in how individuals develop decision-making frameworks that clarify responsibility and improve understanding of potential outcomes in high-stakes systems.