What it is
An experienced worker takes something with them when they leave. They remember how cases went before the system arrived, which of its answers looked wrong, and why. A new worker trained on the system learns its habits as the job itself.
What it pushes on in the Lab
In the Lab, this pressure lowers the judgment that the people using the system bring to checking it. It raises operator deference drift, the slide from checking the system's output to accepting it by default.
It also adds to the work the organization has to get done.
Who feels it
The senior staff who remain feel it as more questions and more cases to cover. The clients feel it when a new worker accepts an answer that a veteran would have questioned.
What answers it
An answer has to strengthen the judgment people bring to checking, or hold deference down. Each lever below does at least one of these.
Levers in the Lab that push the other way on something this pressure pushes on:
- Review the riskiest firstPattern:Risk-tiered oversight
- Escalate checksPattern:State-feedback vigilance
- Keep skills sharpPattern:Deskilling-arrest mandate
- Understand the systemPattern:Understand the system
- Incident loop
- Train the staff
The list leaves out levers the Lab has retired, levers it keeps as counter-examples, and any lever no network offers.
Where it starts switched on
Networks in the Lab that start with this pressure switched on:7
The evidence behind its effects
The Lab cites no claim from the evidence registry for this pressure's effects. The Lab's authors set the direction and size of each effect.