{"title":"Goose Group public reading index","description":"The same company documents, essays, and principles shown in the reader. Drafts appear only in local development.","groups":[{"id":"company","number":"01","title":"About us","href":"/#company","description":"Why we exist, what matters to us, and the kind of work and company those beliefs ask for.","items":[{"title":"Why Goose Group exists","summary":"People know more about their work than their tools and organizations let them put to use. We want to help close that gap.","href":"/company/why-we-exist/","status":"","kind":"Company account","draft":false,"source":"src/content/company/why-we-exist.md","number":"01.01"},{"title":"What we believe","summary":"Human judgment, useful consequences, shared responsibility, and enough freedom to try something worth doing.","href":"/company/what-we-believe/","status":"","kind":"Company account","draft":false,"source":"src/content/company/what-we-believe.md","number":"01.02"},{"title":"How the work happens","summary":"Start with a real task, make a useful first version, follow it into use, and help the people around it take responsibility.","href":"/company/how-the-work-happens/","status":"","kind":"Company account","draft":false,"source":"src/content/company/how-the-work-happens.md","number":"01.03"},{"title":"The company we want to build","summary":"A small company that supports useful work, direct relationships, independence, and room to make things because they should exist.","href":"/company/the-company-we-want/","status":"","kind":"Company account","draft":false,"source":"src/content/company/the-company-we-want.md","number":"01.04"},{"title":"The people","summary":"Mike and Alex; the experience we bring to the work.","href":"/team/","status":"Published","kind":"Company reference","source":"src/data/team.ts","draft":false,"number":"01.05"},{"title":"Manifesto","summary":"The earlier statement of our position, kept here alongside the new synthesis.","href":"/manifesto/","status":"Published","kind":"Company reference","source":"src/pages/manifesto.astro","draft":false,"number":"01.06"},{"title":"What we do and how we work","summary":"Innovation incubators, useful software, and executive leadership. What the work involves and how we arrange it.","href":"/how-we-work/","status":"Published","kind":"Practice reference","source":"src/pages/how-we-work.astro","draft":false,"number":"01.07"}]},{"id":"writing","number":"02","title":"Essays and questions","href":"/analysis/","description":"Arguments about judgment, organizations, software, and culture. Each essay develops a question in its own right.","items":[{"title":"Kayfabe at Work","summary":"A team needs a decision. Twelve people join a call. Everyone makes a recognizable contribution. The question remains.","href":"/analysis/kayfabe-at-work/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/kayfabe-at-work.md","number":"02.01"},{"title":"Management in the Age of Mechanical Observation","summary":"An essay on what a request to be kept in the loop reveals: a century-old separation of planning work from doing it, a status ritual outliving its purpose, and the part of management that visible work cannot replace.","href":"/analysis/management-in-the-age-of-mechanical-observation/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/management-in-the-age-of-mechanical-observation.md","number":"02.02"},{"title":"Encoding Taste in Practice","summary":"A practical model for turning judgment into reusable AI infrastructure.","href":"/analysis/encoding-taste-in-practice/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/encoding-taste-in-practice.md","number":"02.03"},{"title":"The 90% Threshold","summary":"Most software does not need five nines. The new question is whether it is useful enough, fast enough.","href":"/analysis/the-90-percent-threshold/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/the-90-percent-threshold.md","number":"02.04"},{"title":"Observability Is the New Governance","summary":"Making work visible is a beginning. Leaders still have to use the evidence, make decisions, and remove the reporting it can replace.","href":"/analysis/observability-is-the-new-governance/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/observability-is-the-new-governance.md","number":"02.05"},{"title":"How We Build","summary":"The technical operating model behind durable workflow automation: cloud primitives, AI reasoning, security, reliability, and ownership.","href":"/analysis/how-we-build/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/how-we-build.md","number":"02.06"},{"title":"Elite Overproduction and the Coming AI Disruption","summary":"A sociological provocation on why AI exposes coordination decay inside large technology companies.","href":"/analysis/elite-overproduction-and-ai-disruption/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/elite-overproduction-and-ai-disruption.md","number":"02.07"},{"title":"Emergent Software Development","summary":"A workbench lets business owners and product engineers discover useful software together, then add infrastructure only when the evidence justifies it.","href":"/analysis/emergent-software-development/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/emergent-software-development.md","number":"02.08"},{"title":"Gift, Not Asset","summary":"A cultural argument for making generous, symbolically charged things without immediately turning them into assets to extract from.","href":"/analysis/gift-not-asset/","status":"Published","kind":"Essay","draft":false,"source":"src/content/analysis/gift-not-asset.md","number":"02.09"}]},{"id":"beliefs","number":"03","title":"Beliefs in detail","href":"/beliefs/","description":"The more specific ideas behind the practice, with room to examine where each one helps and where it reaches its limits.","items":[{"title":"Taste as Infrastructure","summary":"AI only differentiates when it carries a point of view. Encode judgment so teams can reuse it in tools, workflows, and decisions.","href":"/beliefs/taste-as-infrastructure/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/taste-as-infrastructure.md","number":"03.01"},{"title":"The Ratio Shift","summary":"Human attention does not scale. More AI will move into background workflows, so the judgment inside those workflows has to be explicit.","href":"/beliefs/ratio-shift/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/ratio-shift.md","number":"03.02"},{"title":"Software Inversion","summary":"AI moved the hard part from building software to knowing what should be built, how it should behave, and where it should fail safely.","href":"/beliefs/software-inversion/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/software-inversion.md","number":"03.03"},{"title":"Niche-Making Economics","summary":"Collapsed build cost makes smaller, more opinionated companies more viable. You can be exactly right for a specific customer.","href":"/beliefs/niche-making/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/niche-making.md","number":"03.04"},{"title":"Factory Thinking","summary":"Buyable features depreciate. A company that builds the factory can keep producing better tools, workflows, and customer experiences.","href":"/beliefs/factory-thinking/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/factory-thinking.md","number":"03.05"},{"title":"Capabilities, Not Systems","summary":"Start with small useful capabilities that amplify people in existing workflows before committing to large systems.","href":"/beliefs/capabilities-not-systems/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/capabilities-not-systems.md","number":"03.06"},{"title":"Useful, Not Done","summary":"Useful is a better milestone than done. Ship small improvements, learn from real use, and compound.","href":"/beliefs/useful-not-done/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/useful-not-done.md","number":"03.07"},{"title":"Friction Reduction","summary":"The north star for AI work is lower friction - less searching, rework, handoff drag, and administrative load.","href":"/beliefs/friction-reduction/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/friction-reduction.md","number":"03.08"},{"title":"Capability Compounding","summary":"Early wins should create context, tools, and confidence that make the next win cheaper.","href":"/beliefs/capability-compounding/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/capability-compounding.md","number":"03.09"},{"title":"Recursive Tooling","summary":"We build our own tools, then use them to help customers build theirs. The method is visible in the work.","href":"/beliefs/recursive-tooling/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/recursive-tooling.md","number":"03.10"},{"title":"The New Consulting Paradigm","summary":"The valuable partner is a senior builder who installs capability, not a deck consultant who leaves recommendations behind.","href":"/beliefs/new-consulting-paradigm/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/new-consulting-paradigm.md","number":"03.11"},{"title":"AI Pipeline Factory","summary":"Chat is only one interface. Durable value often comes from structured workflows that extract, classify, route, synthesize, and trigger work.","href":"/beliefs/ai-pipeline-factory/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/ai-pipeline-factory.md","number":"03.12"},{"title":"Primitives Over Platforms","summary":"When AI lowers the cost of engineering, durable cloud primitives often beat rented abstraction layers.","href":"/beliefs/primitives-over-platforms/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/primitives-over-platforms.md","number":"03.13"},{"title":"Exploration vs Execution","summary":"Discovery and delivery need different modes. Know when you are learning and when you are hardening.","href":"/beliefs/artists-vs-soldiers/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/artists-vs-soldiers.md","number":"03.14"},{"title":"Collaboration Is Contribution","summary":"What becomes easier, clearer, or more possible because we work together? That includes helping someone else become able to contribute.","href":"/beliefs/collaboration-is-contribution/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/collaboration-is-contribution.md","number":"03.15"},{"title":"The Happy Mascot Problem","summary":"Office theater protects itself by turning the subject of a system into the system's cheerful spokesperson, but the positive aim is shared dignity.","href":"/beliefs/happy-mascot-problem/","status":"Published","kind":"Working principle","draft":false,"source":"src/content/beliefs/happy-mascot-problem.md","number":"03.16"}]},{"id":"projects","number":"04","title":"Projects and other pursuits","href":"/projects/","description":"Tools we want to use, ideas we want to test, and things we want to exist. Some grow through customer work. Others make room for a different kind of curiosity.","items":[{"title":"Workbenches","summary":"A place to bring expertise, tools, and real work together. The starting point for much of what we build with people.","href":"/workbenches/","status":"Practice","kind":"Workbench system","draft":false,"source":"src/data/projects.ts","number":"04.01"},{"title":"Smaak","summary":"Making judgment explicit and reusable: the principles, constraints, examples, and standards that help an AI do work with taste.","href":"https://smaak.ai/","status":"Tool","kind":"Judgment infrastructure","draft":false,"source":"src/data/projects.ts","number":"04.02"},{"title":"MOOI NIET.","summary":"A gallery experiment in making, circulating, and living with art. Giving unfamiliar work time to become part of a life.","href":"https://mooiniet.goosegroup.co/","status":"Experiment","kind":"Art and culture","draft":false,"source":"src/data/projects.ts","number":"04.03"}]},{"id":"taste","number":"05","title":"Taste and influences","href":"/taste/","description":"Reading editions of our Smaak packages: philosophy, methods, standards, and principle catalogues. The judgment behind the work, and the thinkers who help us question it.","items":[{"title":"Goose Group","summary":"Value for the person receiving the work. Judgment made explicit, useful experiments, and a company with room for gifts.","href":"/taste/goose-group/","status":"Reading","kind":"Taste package","draft":false,"source":"src/content/taste/goose-group.md","number":"05.01"},{"title":"Rory Sutherland","summary":"Behavioural science and creative reframing: 75 principles for finding what the usual business brief leaves out.","href":"/taste/rory-sutherland/","status":"Reading","kind":"Taste package","draft":false,"source":"src/content/taste/rory-sutherland.md","number":"05.02"},{"title":"Mark Fisher","summary":"Read the words and rituals that keep an organization performing what its people no longer believe.","href":"/taste/mark-fisher/","status":"Reading","kind":"Taste package","draft":false,"source":"src/content/taste/mark-fisher.md","number":"05.03"},{"title":"David Graeber","summary":"Understand what a ritual is for, who carries the work of understanding, and how the arrangement could change.","href":"/taste/david-graeber/","status":"Reading","kind":"Taste package","draft":false,"source":"src/content/taste/david-graeber.md","number":"05.04"}]}]}