PART III — THE LAW: Why Interventions Fail Without Structure

Why every corporate “happiness fix” fails: the Law of Friction and Meaning explains why removing resistance destroys trust, and why only engineered friction creates it.

The Trust Engineering Advantage

PART I—THE GAP: Everyone Has the Research, No One Has the Machinery

PART II—THE DIAGNOSIS: The Research Is Already Measuring TEM, Just Poorly

PART III—THE LAW: Why Interventions Fail Without Structure

PART IV—THE INSTRUMENTATION: Trust Is Measurable, Predictable, and Designable

PART V—THE CAPITAL THESIS: Trust Is an Asset Class, and TEM Is the Pricing Model

PART VI—THE DEPLOYMENT: How to Build the Trust Envelope in a Real Organization

PART III: THE LAW

Why Interventions Fail Without Structure

Here is the question that breaks every corporate happiness initiative:

If autonomy, fairness, safety, cooperation, and learning all predict performance—and we have twenty years of research proving it—why does every intervention fail?

Not struggle. Not disappoint. FAIL.

Ping pong tables don’t increase satisfaction. They increase cynicism. Unlimited PTO often reduces time off rather than expanding it. Open offices designed for collaboration destroy the conditions that enable it…