Topics — What a work is about. Nucleation holds whatever reading the owner files here, whether or not an Anthology of the SOTA topic could also hold it; instruction for ML practice belongs to the anthology (ADR-048). The words are seeded from the clusters the reading-time triage of 2026-09-25 found, and grow by decision.
Ethics — moral philosophy — what is owed, permitted or good — including applied ethics of technology and institutions (group: philosophy).
3 of 191 CASE documents. Back to the full index.
| # | Title | Summary | Status |
|---|---|---|---|
| CASE-110 | Two members, one total: a coarse-graining by total output preserves an institution’s performance, its survival and every prediction it makes, and still merges a state in which a member works within the agreed cap with one in which that member works far past it | A22’s Construction C of the exchange of 2026-10-17, “Institutional performance versus constituent capability”, which A22 proposed and did not write out, from A21 §5 and §16; written out here in its smallest form. Two members share twelve hours of work. Total output decides the institution’s performance and its survival, so the total is sufficient for every institutional judgment, and the policies (6, 6) and (10, 2) have the same total. A member’s claim not to work past an agreed cap of eight hours tells them apart, so by CLAIM-350 no judgment on the total recovers it. Fictional by construction; it shows a possibility, not how often institutions are like this. | Active |
| CASE-151 | Wells Fargo’s Community Bank, 2002–2016: unauthorized and unwanted accounts that the board’s own investigation traced to the sales model, the performance management that enforced it and a decentralized structure, while signals of the harm reached people who could not act on them | The Wells Fargo sales-practices episode, as reported by the bank’s independent directors (2017; LIT-1425, read in NOTE-1095). The report finds the root cause in the Community Bank’s sales culture and performance management, sustained by a decentralized structure that deferred to the business line. It finds that leadership blamed individual employees, and that the signals of harm were held by investigators, regional leaders and control functions without authority to act, or filtered before reaching the board. It also names and sanctions individuals. Not shown: intent, the absence of individual culpability, or anything beyond the company’s own account of itself. | Active |
| CASE-175 v3 | CECOT, 2025: people removed from the United States into Salvadoran custody despite court orders, the US saying it could not bring them back and El Salvador’s president that he could not send them, until coordinated transfers out showed the two governments together could | The owner’s case, U7 of the exchange of 2026-10-26: “the DOJ ignoring court orders not to deport people to CECOT, then claiming they didn’t have the authority to bring them back, while CECOT claimed they didn’t have the authority to send them back”. Physical custody, the control that selected and could release, and the duty to correct were held in different places, and each government’s statement of what it alone could not do was offered as if it settled what could be done. Not shown: whether any official was in contempt, or intent; the later proceedings are the exchange’s. | Active |