What people encounter.
Engagement, morale, confidence, and experience measures record how people report the organization feeling or functioning.
Q²-SODI™Beta
Clearer Insight. Stronger Performance.
Advanced organizational diagnostic software. See how your people describe responsibilities, decisions, processes and delivery, and where to focus improvement.
Available by invitation. Evaluate Monderman free for 60 days. No credit card. No automatic renewal.
Already invited? Activate your invitation Read our methodology and sources →- Four diagnosticsUnderstand how your organization works
- Across your organizationCompare eligible perspectives
- Saved baselinesReturn to the same questions later
Sample report · Example data
How work happens
Work is shared.
Perspectives can differ.
People may describe the same responsibilities, decisions and handoffs differently. Monderman makes those differences visible, so you can examine them together.
How work happens
The same work.
Different questions.
A request moves from review to a decision and then into action. Q²-SODI examines the responsibilities, processes, decisions and delivery that make the work happen.
A request from start to finishIllustration of the four diagnostics
Structural Clarity
Who owns the work
between the steps?
A request can have a clear route and still depend on people interpreting responsibility, authority and the handoff differently.
- RequestWho carries it?Ownership ambiguity
- ReviewWho can authorise it?Authority blur
- DecisionWho turns the decision into action?Handoff responsibilities
- CompletionWho confirms the work is complete?Clear accountability
Look more closely at this example
The questions concern responsibility and decision authority, including the boundaries between roles. A colleague taking on unassigned coordination may keep the request moving while leaving the underlying ownership unclear.
Before changing roles, check those reported conditions against the actual responsibilities, authority and handoff arrangements. These illustrative questions do not establish a cause.
Explore Structural ClarityOperational Systems
What work does
the process create?
Follow the recurring administration around the request: entering information, maintaining records and coordinating between systems.
- RequestEntering the same informationDuplicate entry
- ReviewPreparing another status updateRepeated reporting
- DecisionCoordinating the next stepCoordination work
- CompletionKeeping records up to dateAdministrative effort
Look more closely at this example
This lens examines the work generated by recurring processes and reporting arrangements. Similar information in separate systems may be necessary for different purposes, or it may create avoidable maintenance.
Check what each record is used for, who relies on it and which controls it supports. This illustration does not calculate hours, costs or savings.
Explore Operational SystemsDecision Velocity
Where does the
decision wait?
Known responsibilities do not necessarily mean a decision moves smoothly. Examine the sequence of approvals, reviews and escalations.
- RequestWaiting for reviewEntry to the decision
- ReviewReturning to the same checkRepeated review
- DecisionWaiting for the final decisionEscalation dependence
- CompletionReopening an agreed decisionDecision reopening
Look more closely at this example
This lens asks about waiting and routing within the decision process. A repeated review may be required, optional or duplicated; its purpose and consequences need to be checked before changing it.
Reported delay alone does not prove that an approval is unnecessary. Retain required controls and examine the decision records alongside the reported conditions.
Explore Decision VelocityInstitutional Performance
What does reliable
delivery depend on?
Examine whether the work holds together, responds to changing demands and depends on additional effort to maintain results.
- RequestUnderstanding the stated needShared purpose
- ReviewPreparing a workable responseCoherence
- DecisionResponding to a changed requirementAdaptability
- CompletionDelivering what was agreedReliability
Look more closely at this example
Institutional Performance is a distinct diagnostic. It is not a score assembled from Structural Clarity, Operational Systems and Decision Velocity.
Reported reliability and the effort required to sustain it should be considered together. Check the reports against operating records; this illustration is not evidence of improved performance.
Explore Institutional PerformanceFour views of the same work. Explore Q²-SODI or see the sample reports.
A record you can return to
Compare results on the same basis.
Each result saves the work being examined, participant perspective, supporting answers and instrument version. Use the same version and a compatible scope for a later run. Differences show how the reported answers and score changed; separate operating records help explain why.
Synthesis extends the view. Depth Synthesis summarizes eligible runs from one diagnostic. Cross-Lens Synthesis compares eligible results from different diagnostics while keeping each measure distinct.
See how Synthesis works →Operating moments
Start where the stakes are already clear.
Start with a current business challenge and a defined workflow, decision or organizational scope.
Inspect before you begin
See the output, method, and economic model.
Review what Monderman produces, how the platform works, and how directional cost scenarios are built before you provide data.
Review complete sample reports
Inspect representative scores, result bands, evidence summaries, recommendations, and disclosed directional estimates.
View sample reports → Build a directional cost scenarioUse measured activity records and documented assumptions to compare potential staff capacity and separate cash effects.
Review the model → Understand the full platformSee the four diagnostics, the evidence path, Synthesis, versioned comparison, and the boundaries of each output.
Open the platform brief →A controlled measurement process
The questions are structured. The scoring is repeatable. The explanation is separate.
Monderman does not ask an AI model to invent a score. Within the same instrument and scorer version, the same structured answers produce the same score. When enabled, AI helps explain a completed Diagnostic or Synthesis result; it does not calculate or change the score. Generated interpretation can contain errors and requires review. The current Diagnostic uses guided questions; interview mode is not available.
Structured inputA defined diagnostic records answers for a stated role, scope, sector, and run length.
Versioned scoreScoring rules are applied before explanation, and the version is saved with the result.
Bounded interpretationThe report explains the completed result. Time and labor-cost estimates remain separate, directional scenarios built from disclosed inputs.See the scoring architecture →
Beyond sentiment
Reported experience shows the strain. Structural evidence shows where to look.
How people describe work matters. By itself, that description cannot show which ownership, approval, handoff, or process condition may be involved. Monderman asks about those conditions directly.
What the operating system asks of them.
Questions about ownership, authority, handoffs, routing, process load, and performance discipline examine how work is organized in practice.
These are different forms of evidence. Monderman preserves the distinction instead of treating one as proof of the other.
Read the evidence brief →Participant perspectives
The same scope.
Different vantage points.
Ask people who do the work, managers and senior leaders about the same defined scope. Compare where their responses agree and where they differ.
The product journey
From understanding the problem to deciding what to change.
Gather perspectives from across your organization. Bring the results together to identify priorities, compare practical changes and estimate their potential value. Return later to see what has changed.
Explore sample reports Gather. Evaluate. Decide what to change. Compare.Interpretation and judgment
Let the evidence inform
the conversation.
Monderman provides a shared starting point for interpreting reported conditions. People review the evidence and weigh what to do next.
A repeat assessment can show whether reported responses changed. It does not, by itself, establish why.
From Monderman's founder
Governance, Bureaucracy and Organization
Stewardship, Drift, and Administrative Capacity
A book on governance drift and administrative capacity by Monderman’s founder, Jason Adamson.
Research on how institutions work.
Articles and research on administrative burden, institutional design, decision flow, and the operating conditions beneath visible performance.
See all research →Companies Don’t Have a Culture.
They Have Habits.
Governance and Performance · Part 8 · Insight
Companies Don’t Have a Culture. They Have Habits.
Why the word should go, and what you get in exchange.
AI Won’t Land in the Middle.
Someone Has to Put It There.
AI and Institutions · Part 5 · Insight
AI Won’t Land in the Middle. Someone Has to Put It There.
The middle is a set of decisions about liability, disclosure, oversight and redress. This essay asks who makes those decisions for AI, and who can check them.
Governance and Performance · Part 7
Divide and Rule Inside the Company
How rival divisions end up serving one person instead of the market.
The Posting Has Outgrown the Job
Every hire fills a hole. The posting has stopped describing it.
Hiring and Work Design · Part 2
The Posting Has Outgrown the Job
How job requirements drift from the work they are meant to describe, and what that drift selects for.
The Hiring Blind Spot
The more exactly a company describes the person it wants, the less it can tell whether it got one.
Hiring and Work Design · Part 1
The Hiring Blind Spot
This paper examines what hiring systems measure, what those measures miss, and the information carried by referrals.
Hold, Collide, Come Apart
The three forms the trenches take.
Governance and Performance · Part 6
Hold, Collide, Come Apart
How divisions hold in parallel, collide over shared ground, or grow apart, and why each pattern calls for a different response.
The Durable Organization
Why strong is not the same as lasting
Governance and Performance · Part 5
The Durable Organization
Why strength can hide brittleness, why change arrives late, and what changing at the speed of need requires.
Trenches, Not Silos
The Bill for Dividing a Company
Governance and Performance · Part 4
Trenches, Not Silos
What divisions make easier to manage, what they cost the company, and why those costs need to be counted.
Nothing Stays
Tuned
Everything drifts. The craft is seeing
which kind, and deciding on purpose.
Institutional Performance · Perspective
Nothing Stays Tuned
How institutional commitments drift, why seeing the gap is only the beginning, and what it takes to decide deliberately whether to correct, revise, or retire them.
We Gave Bureaucracy
the Fastest Tools
in History. It Got Slower.
Bureaucratic drag, the speed of need,
and the case for counting the days.
Institutional Performance · Perspective
We Gave Bureaucracy the Fastest Tools in History. It Got Slower.
Technology accelerated the work surrounding government decisions. It did not accelerate the institutional machinery that makes them.
The Unmeasured Layer
Administrative reality and the risk
standard reporting misses.
Institutional Performance · Insight
The Unmeasured Layer
Four conditions of how an institution actually operates are often measured in fragments and seldom assembled into a standing, institution-level view.
Built to Please
Why Consumer AI Tells You What You Want to Hear,
and What Serious Users Build Around It
AI and Institutions · Part 4 · Insight
Built to Please
General-purpose AI assistants are trained toward several goals at once. This paper shows how preference can pull against truthfulness, what is known about that lean, and the checks serious users build around models so their answers can be trusted.
Every Node for Itself
What disappears when organizations
cut off their outside checkers.
AI and Institutions · Part 3 · Insight
Every Node for Itself
AI gives every organization a reason to cut off the outside firms it buys from. The first savings estimate misses independent checking, shared learning, trust, and a responsible backstop.
Merit After the Machine
Why AI weakens the evidence of merit
faster than institutions can rebuild it.
AI and Institutions · Part 2 · Insight
Merit After the Machine
What artificial intelligence weakens is not human merit, but the evidence institutions use to recognize skilled and conscientious work.
Terminal Fidelity
Why ideas in power consume themselves,
and where the enduring ones learn to stop.
Decision Design · Insight
Terminal Fidelity
A Monderman insight paper on why ideas in power consume themselves through faithful application, and the stopping rules that separate the traditions and companies that endure.
Accumulated Drag in the Department of War
How administrative burden accumulates
inside a complex public institution.
Defense · Brief
Accumulated Drag in the Department of War
A Monderman research brief on accumulated drag, administrative burden, and institutional friction in one of the world’s most complex public institutions.
Quarter-Trillion Friction in U.S. Healthcare
How administrative burden compounds
into structural cost.
Healthcare · Brief
Quarter-Trillion Friction in U.S. Healthcare
A Monderman brief on quarter-trillion friction, administrative burden, and the structural drag complicating performance in healthcare systems.
From Tokens to Outcomes
How token economics will define
the next phase of enterprise AI.
AI and Institutions · Part 1 · Insight
From Tokens to Outcomes
A Monderman insight paper on how token economics will define the next phase of enterprise AI, and why the second wave will be won on cost, not capability.
How Workarounds Preserve Output While Masking Institutional Dysfunction
Why compensation can preserve output
while the system deteriorates.
Enterprise · Brief
How Workarounds Preserve Output While Masking Institutional Dysfunction
Organizations often appear to function because people compensate for structural weakness. Output is preserved, but the underlying system continues to deteriorate.
How the Collapse of Eastman Kodak Is Misunderstood
Why Kodak's failure was administrative,
not technological.
Enterprise · Brief
How the Collapse of Eastman Kodak Is Misunderstood
Kodak did not fail because it missed technology. It failed because its administrative and decision systems could not adapt.
The Culture Trap
Why organizations measure sentiment
and miss the system.
Enterprise · Brief
The Culture Trap
Why culture-first diagnosis mislocates the problem, and why organizations that fix sentiment before structure often fix the wrong thing first.
The Art of Interior Reasoning
Why excellent decisions
live off the line.
Decision Design · Insight
The Art of Interior Reasoning
A Monderman insight on why excellent decisions live off the line, and what it takes, both analytically and emotionally, to consistently reach them.
Governing Complexity
Why institutions fail when complexity
outruns their structures.
Perspective
Governing Complexity
Why institutions rarely fail because complexity appears, and more often fail because it accumulates faster than their structures can absorb.
Read perspective →Designing for Decision Velocity
How governance, pathways, and role clarity
keep judgment moving.
Perspective
Designing for Decision Velocity
Institutions move well when governance, pathways, and role clarity support sound judgment without generating unnecessary drag.
Read perspective →Choose how to begin.
Run one diagnostic, review plans, or discuss deployment across your organization.
Some institutions are ready to run a first diagnostic immediately. Others need a more structured conversation about platform fit, support, or how repeated measurement would work in their environment.