A Systems-Based Framework for Understanding Care, Trust, Ability, and Work

Author: Andrew Macdonald - 2025

Abstract

This paper presents an expanded academic treatment of the Action Monitoring Values Analysis (AMVA) method, a systems-based conceptual framework explaining how care, trust, ability, and work interact to determine the functional health of organisations, welfare structures, and social systems.

Building on the foundational equivalence trust(t) = care(t) = ability(t) = work-ability(t) = work(t)

The AMVA model conceptualises trust as an elastic membrane connecting the Care Plane and Work Plane. This updated draft provides deeper analysis, system failure mechanisms, applied examples, and a structured way forward for research, practice, and organisational transformation.

1. Introduction

Modern organisations, welfare systems, and social structures frequently struggle to maintain stable, predictable outcomes. Although technological capability continues to increase, human systems often fail due to relational, cultural, or structural weaknesses. A recurring root cause in such failures is the breakdown of trust.

The Action Monitoring Values Analys is (AMVA) method positions trust not as an emotional abstraction, but as a structural, definable, and modellable element that connects two operational environments: the Care Plane and the Work Plane. The strength, elasticity, or collapse of this connection - defined as the Trust Membrane - determines whether people can convert care into ability and ability into work.

This revised academic version expands on the core theory, introduces diagnostics for membrane behaviour, provides applied analysis of system breakdowns, and proposes a structured research agenda and practical way forward.

2. Theoretical Framework

2.1 The Universal Law of Care and Trust

AMVA proposes a functional equivalence between care, trust, ability, and work. Each element is a different manifestation of a single underlying relational energy that moves through time. When the system is stable, these variables remain aligned. When misaligned, the system enters stress and fragmentation.

2.2 The Care Plane

The Care Plane (a, b, c, t) is the environment in which individuals experience safety, recognition, empathy, and structured support.

Without sufficient care inputs, trust cannot form.

2.3 The Work Plane

The Work Plane (x, y, z, t) represents the domain of capability, performance, productivity, and operational execution.

Work cannot emerge reliably without functional ability, and ability depends on trust.

2.4 The Trust Membrane

The Trust Membrane is the structural mechanism converting care inputs into work outputs. It is elastic, deformable, and sensitive to environmental conditions. When stable, it transmits care-ability upwards. When strained, it thins. When overloaded, it fractures, disconnecting the Care Plane from the Work Plane.

3. Expanded Characteristics of the Trust Membrane

The membrane exhibits several distinct behaviours that mirror physical systems:

• Elasticity - The membrane stretches under load without failing.

• Plasticity - It adapts to new inputs and changing relational environments.

• Crystallisation - Under ideal care, the membrane becomes highly structured and efficient.

• Thinning - Occurs under stress, overwork, uncertainty, or low care.

• Microfracture - Minor breakdowns in communication, reliability, or perceived care.

• Catastrophic Fracture - A complete collapse of trust, preventing ability from converting into work.

These characteristics enable AMVA to model human systems with engineering-level precision.

4. Analysis of System Failures

4.1 Welfare-to-Work Model Failure

Traditional welfare systems attempt to move participants from dependence to employment without building a stable Care Plane.

The trust membrane is too weak to support upward transition. Instead of rising from care to work, participants fall into a systemic gravity well- effectively a 'black hole' phenomenon - where insufficient care collapses trust inward.

4.2 Workplace Breakdown

Chaotic environments - poor communication, shifting expectations, resource failures - create membrane thinning.

The worker case study demonstrates conditions where even well-prepared teams experience collapse due to systemic noise. Trust fractures, leading to decreased ability and failed work outcomes.

4.3 Social Systems and Social Capital

Communities that emphasise shared values generate thicker, stronger trust membranes. Social capital serves as reinforcing material, enabling high output with minimal cost.

5. Case Study: Field Operations Breakdown (Expanded Analysis)

The field operations example illustrates how the Trust Membrane thins rapidly under sustained misalignment. Key contributing factors include:

• Procedural chaos and unclear communication
• Equipment misallocation and dependency failures
• Time pressure and emotional overload
• Lack of perceived support or systemic care

The worker's reflection - 'Does anyone actually care?' - is not rhetorical. It is a diagnostic indicator of membrane fracture.

When individuals feel uncared for, trust collapses, and ability cannot be accessed. Productivity becomes impossible, no matter how skilled or motivated the workforce may be.

6. Implications for Organisational Change

AMVA reframes organisational change not as a technological or procedural challenge but as a relational and structural one.

To succeed, organisations must:

1. Establish a stable Care Plane (psychological safety, clarity, support).
2. Reduce systemic noise that strains the membrane.
3. Identify membrane thinning through behavioural indicators.
4. Apply targeted interventions to repair microfractures.
5. Strengthen social capital as a reinforcing material.
6. Measure membrane health as a KPI for organisational readiness.

Without addressing the relational infrastructure of trust, no workflow, technology, or policy change can succeed.

7. Way Forward: Research, Tools, and Applications

This paper proposes several pathways to advance AMVA from theoretical framework to applied methodology:

• Develop a Trust Membrane Diagnostic Tool - measuring elasticity, thickness, and fracture risk.

• Build predictive models - correlaing membrane behaviour with organisational outputs.

• Create training systems - targeting care-ability and relational reinforcement.

• Integrate AMVA into change management - shifting the focus from adoption to trust architecture.

• Conduct field trials -  testing AMVA in welfare agencies, corporate environments, and community systems.

The long-term objective is the development of a complete AMVA-based system for organisational design, workforce development, and social program evaluation.

8. Conclusion

The expanded AMVA framework demonstrates that trust is not a soft variable but a structural, measurable, and actionable component of human systems.

When the Trust Membrane is strong, care transforms into ability and ability into work. When it fractures, systems fail regardless of resources or intentions.

Future development of AMVA-based diagnostics and intervention frameworks offers a promising way forward for organisations seeking deeper and more sustainable change.