The biases FLAIMS protects against

Intelligence: AI prepares, people decide. Every use case sits in the inventory with an autonomy level, and the bias watch of the Intelligence Steward checks exactly this point. Outcome accountability stays with the Core Job, never with the model.

Segmentation of Power: Governance reviews the system with figures and facts, separately from the support in L. Dissent arrives as a signal from the structure, not as an attack by a person.

Flow and Intelligence: every dependency has a documented exit strategy, and learning loops turn habit into a conscious decision. Whoever changes nothing decides that explicitly, not in passing.

Accountability: every outcome has a name, and Blame the System First separates the question 'What made this possible?' from the question 'Who did this?'. Exiting becomes a system correction, not a personal defeat.

Leadership and Segmentation of Power: FlowCoaches without assessment power hold the space in which dissent is practised, and the Gravity Decision Model shapes heavy decisions with those affected and records them. Weighting follows the stakes, not the volume.

Accountability: the decision log records what was known at the time of the decision, and the ex post review separates the quality of the decision from the quality of the outcome. What is reviewed is the system, never the person.

Mastery: competence belongs to the person, the level applies per competence, evidenced in the skill matrix and ratified in S. The room to decide grows with proven competence, not with self-image. Note: part of this pattern is statistically contested; FLAIMS treats it as a design risk, not a verdict on individuals.

Intelligence and Segmentation of Power: the data anchor supplies the base rates, the authority to measure lies with S. Decisions hang on actual frequency, not on the loudest memory.

Flow: WIP limits and the trend signals of the Core Jobs replace wishful estimates with observed throughput. Planning works with what the crew actually delivers.

Segmentation of Power: decision rights hang on the Core Job and the competence level, never on the person. Governance reviews this coldly, with figures.