Long before organisations fail, they begin to misalign.
No crisis erupts.
No policy collapses.
Nothing visibly breaks.
And yet something changes.
A decision feels technically correct but quietly wrong.
A meeting ends without conflict - but without clarity.
The atmosphere of a room shifts before anyone names it.
This book begins in those moments.
The Signals of Organisational Misalignment looks beneath visible structures - beneath charts, policies, governance arrangements and performance indicators - to examine how meaning is formed, negotiated and transformed in organisations before behaviour becomes measurable.
It traces how systems drift when lived reality and formal structure begin to diverge, and how coherence can return when people learn to recognise the signals already present.
How pressure accumulates without language.
How fracture rarely arrives suddenly, but often emerges from sustained misalignment between lived reality and institutional design.
The focus is not on strategy or performance metrics.
It is on the human infrastructure of institutions:
The framework speaks to discussions in organisational behaviour, sensemaking, institutional theory, governance and law and economics.
It offers a conceptual lens for understanding how formal expectations become lived meaning inside organisations - and how that meaning shapes behaviour, responsibility and coherence over time.
Before we learn the vocabulary of governance, we learn atmosphere. We sense tension before it is articulated. We detect drift before dashboards register it. Systemic literacy begins there.
This is why Lunaeos begins with human experience rather than institutional abstraction. It treats atmosphere, emotional labour, silence, moral tension and relational patterns as forms of systemic information.
Written from the perspective of someone trained in international law and economics - and shaped by more than a decade inside regulated institutional environments - the book connects formal structures with lived organisational reality
It does not prescribe solutions. It refines perception.
The book follows recurring systemic movements:
These are not linear stages. They overlap, repeat, and evolve as institutions respond to pressure.
Drift is not the end of the story. Systems can regain coherence. People can participate without bracing.
Institutions can hold complexity without silencing difference.
The first step is learning to see what is already present.
Published by Productivity Press (Taylor & Francis); late 2026