// atlas-content.jsx
// The Atlas — the operational chapter. Holds the trojan horse, the seven domains,
// the naming bridge, the translation layer, the same-problem comparison, and when each fits.
// Drawn forward from the v3 working document.

const ATLAS = {
  id: 'atlas',
  number: 'VII',
  chapter: 'The Atlas',
  title: 'The Atlas',
  subtitle: 'Working tools, not chronology',
  dates: 'on-the-wall reading',
  motif: 'compass',
  accent: '#b48a3a',
  paper: '#15100b',
  paperEdge: '#221b13',
  ink: '#f0e6d2',
  inkSoft: '#bba98a',
  family: '"Fraunces", "Cardo", Georgia, serif',
  bodyFamily: '"Fraunces", Georgia, serif',
  monoFamily: '"JetBrains Mono", "IBM Plex Mono", monospace',
  motto: 'What the market buys. What the client actually receives.',
  palette: 'dusk',
  dark: true,
  intro: 'The six chapters were chronological. The Atlas is not. It holds the operational reading of where we are now — the seven domains we work in, the language we use to translate between them, the comparison that shows the difference, and the trojan horse that makes the work fundable. Read it as a reference, in any order, when you need a working tool rather than a story.',
  sections: [
    // ============================================================
    // ATLAS § 1 — TROJAN HORSE
    // ============================================================
    {
      id: 'a-trojan',
      num: 'A · I',
      title: 'The Trojan Horse',
      blocks: [
        { type: 'p', html: 'There is no budget code for accompaniment. The line item that gets approved is "leadership development," "governance consulting," "facilitation." The accompaniment is what the client receives. The conventional language is what the client buys.' },
        { type: 'p', html: '<mark data-key="a-tr-1">Both registers are real. Neither is concealment.</mark> The visible engagement does what it says — the workshops happen, the off-sites happen, the recommendations are written. Inside, the work that actually moves the system is happening, in language the procurement system cannot quite see.' },
        { type: 'figure-trojan' },
        { type: 'p', html: 'The principle: meet the system in the language it speaks, then do the work the language could not commission directly. The surface and the depth are both real. The skill of post-conventional practice is partly the skill of keeping them honestly in sync — the visible work has to actually be done, well, on its own terms, or the relationship will not hold long enough for the deeper work to land.' },
      ]
    },
    // ============================================================
    // ATLAS § 2 — SEVEN DOMAINS
    // ============================================================
    {
      id: 'a-domains',
      num: 'A · II',
      title: 'Seven Domains as Hypotheses',
      blocks: [
        { type: 'p', html: 'Each of the seven service domains is a working hypothesis: that there exists a class of organizational threshold the conventional consulting market reaches for, names, and cannot quite hold. The post-conventional take is what we believe we actually do under that surface. The hypothesis is what we are testing through engagement.' },
        { type: 'figure-domains' },
        { type: 'p', html: 'Two readings of this table are useful. The first is column-wise: what does the market call this kind of work, what do we actually do under it, and what are we betting on? The second is row-wise: what are the seven distinct kinds of threshold we have a practice for, and which of them is showing up in front of us right now?' },
      ]
    },
    // ============================================================
    // ATLAS § 3 — NAMING BRIDGE
    // ============================================================
    {
      id: 'a-bridge',
      num: 'A · III',
      title: 'The Naming Bridge',
      blocks: [
        { type: 'p', html: 'Each current domain name has lineage in conventional consulting categories and a candidate alternative that signals post-conventional posture more clearly. Read left to right: where the term came from, where it sits now, where it could go.' },
        { type: 'figure-bridge' },
        { type: 'p', html: 'The bridge is not a rename plan. It is a diagnostic. If the conventional column still feels closer to how clients hear us, we have not yet earned the post-conventional name. If the future column already feels native, we have already moved past the current one.' },
      ]
    },
    // ============================================================
    // ATLAS § 4 — TRANSLATION LAYER
    // ============================================================
    {
      id: 'a-translation',
      num: 'A · IV',
      title: 'The Translation Layer',
      blocks: [
        { type: 'p', html: 'The working sheet. For each domain, the dual-register language: what the market expects to hear, and what we actually mean. This is what a client procurement memo and a Limicelia internal memo about the same engagement would each say, side by side.' },
        { type: 'figure-translation' },
        { type: 'p', html: 'This page is the most operational thing in the document. Print it. Put it on the wall. Use it before any prospect conversation to keep both registers in mind. Use it before any internal review to keep us from drifting into either side — neither all marketing nor all jargon.' },
      ]
    },
    // ============================================================
    // ATLAS § 5 — SAME PROBLEM, TWO PATHS
    // ============================================================
    {
      id: 'a-compare',
      num: 'A · V',
      title: 'Same Problem, Two Paths',
      blocks: [
        { type: 'p', html: 'A typical engagement, walked through as a conventional firm would handle it and as we would handle it. The problem is the same. The work, and the outcome, are not.' },
        { type: 'figure-compare' },
        { type: 'p', html: 'The conventional path is not wrong, in the abstract. It is wrong for this problem. The trick is recognizing which problem you are looking at before you have already procured the wrong response to it. The Atlas exists to help that recognition happen earlier in the engagement, ideally before the contract.' },
      ]
    },
    // ============================================================
    // ATLAS § 6 — WHEN EACH FITS
    // ============================================================
    {
      id: 'a-when',
      num: 'A · VI',
      title: 'When Each Fits',
      blocks: [
        { type: 'p', html: 'The post-conventional reading does not replace the conventional one. It adds a second case to the dispatch. Conventional consulting still wins, often, on problems that are genuinely conventional. The diagnostic question is which kind of problem this is.' },
        { type: 'figure-when' },
        { type: 'p', html: 'If both columns describe what is in front of you, the work is probably layered. The honest move is often to do a small piece of conventional work first — to address what is bounded — and only then take up the accompaniment, once trust and visibility have been established.' },
      ]
    },
  ]
};

// =====================================================
// Data for the Atlas figures
// =====================================================

// Trojan horse flow
const TROJAN_FLOW = {
  gate: {
    label: 'At the budget gate',
    headline: 'Leadership Development & Culture Engagement',
    detail: 'Six months. Monthly leadership workshops. Quarterly off-sites. Defined deliverables. Recognizable line item. Passes procurement.'
  },
  delivered: {
    label: 'What is delivered',
    headline: 'Sustained accompaniment through a real threshold',
    detail: 'The workshops happen. The off-sites happen. They are the visible carriers of relational work the budget code does not have language for. The team develops capacity the workshops alone could not produce.'
  },
  principle: {
    label: 'The principle',
    bold: 'Meet the system in the language it speaks.',
    rest: 'Then do the work the language could not commission directly. The surface and the depth are both real. Neither is concealment.'
  }
};

// Seven domains
const DOMAINS = [
  {
    name: 'Org Design & Governance',
    tier: 'Primary',
    conv: 'Operating-model design, governance frameworks, decision-rights matrices, RACI charts, board effectiveness assessments.',
    post: 'Staying with the org as it changes the structure that has been quietly holding it. Governance is relational, not just procedural.',
    hypo: 'Most "governance problems" are conditions that no chart can resolve, but that accompaniment through redesign can.'
  },
  {
    name: 'Leadership & Culture',
    tier: 'Primary',
    conv: 'Leadership training programs, executive coaching, culture surveys, 360 reviews, off-sites with facilitators.',
    post: 'Accompanying leaders through the threshold where their previous level of practice no longer works, and training is not the unit of change.',
    hypo: 'Leadership-culture problems are accompaniment-shaped problems mistakenly contracted as training problems.'
  },
  {
    name: 'Org Memory & Knowledge',
    tier: 'Primary',
    conv: 'Knowledge management systems, learning & development programs, onboarding curricula, documentation projects.',
    post: 'Tending the organization\'s memory in the warm-data sense: the unsaid context, the lineage, the relational background that lets the present make sense.',
    hypo: 'What looks like a knowledge problem is often a memory problem, and memory work is a distinct accompaniment practice no conventional firm offers.'
  },
  {
    name: 'Conflict & Coalition',
    tier: 'Primary',
    conv: 'Stakeholder facilitation, mediation services, coalition-building workshops, partnership design.',
    post: 'Holding the space from when conflict first surfaces, through the difficult middle, until coalition can actually hold without our presence.',
    hypo: 'Coalitions fail not because facilitation was poor, but because no one stayed with the conflict that surfaced after the convening ended.'
  },
  {
    name: 'AI & Readiness',
    tier: 'Secondary',
    conv: 'AI strategy consulting, digital transformation roadmaps, change management for tech adoption, capability uplift.',
    post: 'Preparing the relational and decision fabric of the organization for AI without letting AI replace the parts of the work that only humans can hold.',
    hypo: 'AI readiness is a threshold-shaped problem, not a technology problem; conventional digital transformation will fail in organizations that have not done the relational preparation.'
  },
  {
    name: 'Community Engagement',
    tier: 'Secondary',
    conv: 'Community outreach, stakeholder engagement, participatory design workshops, advisory councils, community surveys.',
    post: 'Being with the constituency over time. Programming with them, not for them. Treating the community as a co-author of the work, not a target of it.',
    hypo: 'Conventional community engagement reproduces the extraction it claims to address; durable engagement requires sustained accompaniment with constituents.'
  },
  {
    name: 'Field Building',
    tier: 'Secondary',
    conv: 'Sector development, ecosystem mapping, network building, peer learning networks, field-defining publications.',
    post: 'Tending the field the practice depends on across years, including the parts no single organization owns. A vocation of presence to a field, not a service.',
    hypo: 'Fields develop through sustained presence, not discrete interventions; the practitioners who tend them carry value the conventional consulting market does not price.'
  }
];

// Naming bridge — past, present, future
const BRIDGE = [
  { past: 'Management Consulting / Org Strategy', current: 'Org Design & Governance', future: 'Governance & Threshold Stewardship' },
  { past: 'Leadership Development / Executive Education', current: 'Leadership & Culture', future: 'Leadership Accompaniment' },
  { past: 'Knowledge Management / L&D', current: 'Org Memory & Knowledge', future: 'Memory & Lineage Practice' },
  { past: 'Stakeholder Facilitation / Partnership Design', current: 'Conflict & Coalition', future: 'Coalition Holding' },
  { past: 'Digital Transformation / Change Management', current: 'AI & Readiness', future: 'Relational Readiness for Machine Intelligence' },
  { past: 'Community Outreach / Stakeholder Engagement', current: 'Community Engagement', future: 'Constituent Co-authorship' },
  { past: 'Sector Development / Ecosystem Building', current: 'Field Building', future: 'Field Tending' },
];

// Translation layer — what the market expects vs what we mean
const TRANSLATION = [
  { domain: 'Org Design & Governance', market: 'We will redesign your operating model and governance frameworks.', real: 'We will stay with you as the structure that has been quietly holding the organization changes.' },
  { domain: 'Leadership & Culture', market: 'We will run a leadership development program and culture survey.', real: 'We will accompany leaders through the threshold where their previous level of practice no longer works.' },
  { domain: 'Org Memory & Knowledge', market: 'We will document your institutional knowledge and build a learning system.', real: 'We will tend the memory of the organization — what is unsaid, what is inherited, what is being forgotten.' },
  { domain: 'Conflict & Coalition', market: 'We will facilitate a stakeholder dialogue and build a coalition.', real: 'We will hold the difficult middle until the coalition can actually hold without us.' },
  { domain: 'AI & Readiness', market: 'We will help you build an AI strategy and prepare for adoption.', real: 'We will prepare the relational fabric so the technology does not replace what only humans can hold.' },
  { domain: 'Community Engagement', market: 'We will design and run a community engagement program.', real: 'We will be with the constituency over time and treat them as co-authors of the work.' },
  { domain: 'Field Building', market: 'We will help develop your sector through convenings and networks.', real: 'We will attend to the field across years, including the parts no single organization owns.' },
];

// Same problem, two paths
const COMPARE = {
  problem: 'A 200-person mission-driven organization is experiencing repeated leadership-team breakdowns six months after the founder\'s departure.',
  conv: {
    label: 'Conventional path',
    title: 'Diagnose, recommend, depart.',
    steps: [
      'Three-week diagnostic: interviews with senior team, document review, culture survey.',
      'Working hypothesis: governance ambiguity post-founder. Target operating model proposed.',
      'Recommendation deck: new decision-rights matrix, revised executive committee charter.',
      'Implementation support: monthly PMO touchpoints, RACI rollout, manager training.',
      'Engagement closes at month six with a wrap-up readout.',
    ],
    outcome: 'The new structure exists on paper. The team has not metabolized what they lost when the founder left. Within nine months, two senior leaders have resigned and the structure is being quietly worked around.'
  },
  post: {
    label: 'Post-conventional path',
    title: 'Stay with the threshold until they can navigate it.',
    steps: [
      'Initial holding: working alongside the executive team through the texture of the breakdowns, not the explanation of them.',
      'Slow recognition: the governance problem is the visible shape; the grief about the founder\'s departure is the structural cause.',
      'The visible deliverables happen — leadership workshops, off-sites, structural recommendations — and are real.',
      'Underneath: sustained accompaniment of the team through the recognition. Two senior leaders resign at month four. The team holds.',
      'The engagement extends by mutual agreement, and ends when the team can name the loss out loud and decide together what comes next.',
    ],
    outcome: 'The structure that emerges fits the actual organization, not a template. The team has built the muscle of navigating thresholds together — which is the muscle they will need again.'
  }
};

// When each fits
const WHEN_EACH = {
  conv: {
    title: 'When conventional consulting fits',
    fits: [
      'The problem is bounded and technical.',
      'The answer is knowable in advance.',
      'The work is artifact-shaped (a model, a system, a strategy).',
      'Implementation is downstream of the recommendation.',
      'Speed matters more than depth.',
    ],
    examples: ['Industry consolidation', 'Operating-model rationalization', 'Capital allocation', 'Compliance system design', 'IT platform selection']
  },
  post: {
    title: 'When post-conventional fits',
    fits: [
      'The problem is relational, cultural, or threshold-shaped.',
      'The answer cannot be located in advance.',
      'The work happens through presence, not through delivery.',
      'Implementation is the same act as the engagement.',
      'Depth matters more than speed.',
    ],
    examples: ['Founder transition', 'Post-merger culture', 'Governance ambiguity', 'Cross-coalition difficulty', 'AI introduction in a relational organization']
  }
};

// Collect atlas sidenotes (if we add any later)
window.ATLAS = ATLAS;
window.TROJAN_FLOW = TROJAN_FLOW;
window.DOMAINS = DOMAINS;
window.BRIDGE = BRIDGE;
window.TRANSLATION = TRANSLATION;
window.COMPARE = COMPARE;
window.WHEN_EACH = WHEN_EACH;