Every quality system encodes assumptions about how work fails. Most were built over decades of managing one kind of worker, and the assumptions run so deep they are rarely stated. People make more errors when they are tired, rushed, or new. Errors scatter across the work rather than repeating identically. Difficulty predicts risk, so the complex case deserves more scrutiny than the routine one. And people tend to signal their own uncertainty: they hesitate, ask, escalate, or
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