**10. Paradigm shift**

Such an approach is the acceptance of adaptation to real world negative feedback loops with the interplay of causalities and consequences:


Identification of critical paths and enablers to the existence of 'Command—causalities consequences' (C3N) (Dictionary, 2004) e.g. 'Willingness–to–pay' or 'benefit' for a given scenario—context.

A new paradigm of cognitive adaptation is not to say that there is no nexus between the 'Command' construct in both the C3N and C3T mode. Causalities—consequences might act as a continuum of drivers and as such making it no longer acceptable to fund projects without a business case, being within a strategic management planning framework or having defined outcomes.

The developer has a self interest by way of ensuring a bonus is paid at the delivery stage within the projects set financials. The outcome therefore sought is to drive corporate governance; transparency with Total Quality Management (TQM), and Continuous Quality Improvement (CQI) (LeBrasseur, et al., 2002; Nüchter, et al., 2008).
