Organizations don’t run on strategy alone. They run on agreements — explicit and implicit — about who decides, what counts as success, what gets rewarded, and who absorbs risk when reality hits. Most of these agreements are not written down. They are enacted.

In my work, “deviant agreements” are the structural differences that explain why some organizations outperform the norm in non-extractive ways. They don’t just behave better; they coordinate differently — often through small shifts that change decision quality, trust, and value flows across stakeholders.

The practical question is not “Do we have good values?” but:
Which agreements are actually steering our system — and what outcomes do they reliably produce?

You’ll see maps, cases, and reasoning as agreements are surfaced and examined.