Public sector

Public sector work typically begins with problems that are politically visible, socially contested, and structurally entangled across multiple institutions. While some elements may be technically solvable, many of the most persistent issues resist clear ownership or stable problem definition.

Tychevia is used in public sector contexts to restore clarity of thinking before solutions are proposed. The emphasis is not on optimisation or delivery, but on establishing what kind of problem is actually being faced and where meaningful agency exists.

Framing the question

Public sector questions are often posed in the language of policy or performance. Tychevia reframes these into epistemic questions, such as:

• What problem is this system repeatedly failing to resolve?
• Where is responsibility formally assigned but practically constrained?
• Which tensions are structural rather than contingent?

This reframing prevents premature convergence on reforms that address symptoms rather than causes.

Desk research and the knowledge engine

Desk research is used proportionately and purposefully. Existing reports, policy documents, performance data, and prior reform narratives are reviewed not to accumulate evidence, but to surface assumptions, points of disagreement, and institutional memory loss.

This material feeds into a Knowledge Engine — a defined Domain of Interest that brings together relevant sources, perspectives, and analytical frames. The aim is to create an epistemic container within which sense-making can occur, rather than to exhaustively model the system.

Sense-making under constraint

Sense-making focuses on governance, incentives, culture, and lived experience. Causal structures are explored to understand why problems persist across policy cycles and organisational change. Interventions are treated as provisional and constrained by democratic accountability and public trust.

Across public services, Tychevia is used to strengthen how institutions think about complexity, uncertainty, and contested narratives — so that action remains coherent even when consensus does not.

From sense-making to proposals

In public sector contexts, Tychevia proposals are designed to be decision-relevant rather than prescriptive. They do not take the form of implementation plans or policy blueprints.

Instead, proposals articulate:

• clear problem framings that can be held consistently over time
• identified leverage points and constraints within existing governance
• options for action that are proportionate, testable, and politically honest

Proposals are framed to support judgement by ministers, officials, and system leaders, rather than to substitute for it. They are explicitly designed to travel across departments and electoral cycles without collapsing into slogans.