{"id":180,"date":"2026-09-24T19:26:11","date_gmt":"2026-09-24T17:26:11","guid":{"rendered":"https:\/\/robertmonturiol.com\/blog\/"},"modified":"2026-10-17T11:08:00","modified_gmt":"2026-10-17T09:08:00","slug":"blog","status":"publish","type":"page","link":"https:\/\/robertmonturiol.com\/en\/blog\/","title":{"rendered":"Blog"},"content":{"rendered":"\t\t
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Publications<\/p>\n\t\t\t\t\t

Blog<\/h1>\n\t\t\n<\/div>\n\n<\/div>\n
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Latest posts<\/h2>\n\t\t
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\n \t\t\t\"Experienced\t<\/a>\t\t
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Training for a world that no longer exists<\/p>\n\t\t\t\t\t

\n\t\tTraining for a world that no longer exists: the disconnect between screens and judgement\n\t<\/a><\/h3>\n\t\t\t\t\t

23 October 2026<\/p>\n\t\t\t\t\t

Institutional curricular obsolescence is the mismatch that occurs when training, certification and recruitment continue to privilege standardised execution skills that automation can make cheaper, while neglecting the transmission of judgement,<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Two\t<\/a>\t\t
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Productivity up, capability down<\/p>\n\t\t\t\t\t

\n\t\tProductivity up, capability down: the blindness of management dashboards\n\t<\/a><\/h3>\n\t\t\t\t\t

21 October 2026<\/p>\n\t\t\t\t\t

Functional performance divergence is an organisational phenomenon in which aggregate production indicators show sustained growth driven by automated tools, while professionals\u2019 internal technical competence in diagnosing problems, correcting deviations and<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"A\t<\/a>\t\t
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Supplier dependence is not a technical decision<\/p>\n\t\t\t\t\t

\n\t\tThe external infrastructure trap: why technological dependence is a surrender of governance\n\t<\/a><\/h3>\n\t\t\t\t\t

19 October 2026<\/p>\n\t\t\t\t\t

Infrastructure dependence is an organisational vulnerability arising when an institution couples critical processes to an external supplier\u2019s technology or platforms so tightly that the technical, time and financial costs of<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Two\t<\/a>\t\t
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Knowing how to do it without the tool<\/p>\n\t\t\t\t\t

\n\t\tThe disarmed cockpit: the danger of forgetting how to do it manually\n\t<\/a><\/h3>\n\t\t\t\t\t

16 October 2026<\/p>\n\t\t\t\t\t

Operational judgement atrophy is the progressive deterioration of an organisation\u2019s analytical, intuitive and manual competence through sustained delegation to automated interfaces, depriving human decision-makers of the practical ability to check<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Two\t<\/a>\t\t
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The day the system goes down<\/p>\n\t\t\t\t\t

\n\t\tThe illusion of continuity: why technical hyperintegration makes companies fragile\n\t<\/a><\/h3>\n\t\t\t\t\t

14 October 2026<\/p>\n\t\t\t\t\t

Hyperfragility through optimisation is an institutional design pathology in which an organisation systematically removes analogue redundancy, safety margins and manual capabilities in the name of immediate digital efficiency, potentially turning<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"An\t<\/a>\t\t
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Who audits judgement<\/p>\n\t\t\t\t\t

\n\t\tThe cost of verification: why the gap in auditing judgement threatens organisational soundness\n\t<\/a><\/h3>\n\t\t\t\t\t

12 October 2026<\/p>\n\t\t\t\t\t

Auditing judgement is an organisational governance practice that certifies the provenance, factual traceability and methodological assumptions underlying technical and documentary inputs before managerial approval, preventing the plausibility of software-generated reports<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Three\t<\/a>\t\t
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The human in the loop who does not decide<\/p>\n\t\t\t\t\t

\n\t\tThe human in the loop who does not decide: from oversight to mechanical ratification\n\t<\/a><\/h3>\n\t\t\t\t\t

9 October 2026<\/p>\n\t\t\t\t\t

System-induced ratification is the degradation of supervisory control whereby a human operator, formally empowered to approve or veto an automated model\u2019s output, lacks the response time, technical visibility or institutional<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"A\t<\/a>\t\t
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Delegation by accumulation<\/p>\n\t\t\t\t\t

\n\t\tThe silent surrender: why the delegation of judgement never appears in the minutes\n\t<\/a><\/h3>\n\t\t\t\t\t

7 October 2026<\/p>\n\t\t\t\t\t

Cognitive surrender through accumulation gradually erodes independent judgement as automated tools take over decisions without formal debate among the organisation\u2019s leaders.<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Trabajador\t<\/a>\t\t
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Knowing how to do it without the tool<\/p>\n\t\t\t\t\t

\n\t\tThe skill paradox: what aviation and medicine teach us about analytical automation\n\t<\/a><\/h3>\n\t\t\t\t\t

24 September 2026<\/p>\n\t\t\t\t\t

In 1983, the cognitive psychologist Lisanne Bainbridge published a foundational paper titled Ironies of Automation. Its main conclusion captured a contradiction inherent in the design of technical systems: by automating<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t\"Trabajador\t<\/a>\t\t
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Delegation by accumulation<\/p>\n\t\t\t\t\t

\n\t\tThe policy nobody wrote: how default settings replace organizational judgment\n\t<\/a><\/h3>\n\t\t\t\t\t

24 September 2026<\/p>\n\t\t\t\t\t

The traditional analysis of corporate governance assumes that major decisions follow a prior deliberation documented in a committee, a set of minutes or a strategic plan. However, observing the operational<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\n<\/div>\n