The Masked Effect™ Five Systemic Profiles of False Synergy in Organizational Performance

Organisational psychology has long recognized that performance metrics operating exclusively at the behavioural level fail to detect systemic dysfunction occurring in the internal states that drive observable output. This white paper introduces and elaborates five discrete profiles of the Masked Effect™, a novel theoretical construct arising from the Pragadian™ Model of Human Synergy (PMHS™). The Masked Effect describes a systemic condition in which the Behavioral State of an individual or team appears to function above its threshold while one or more upstream states have collapsed below their Minimum Functioning Threshold...