OPS.12:8 - Common Anti-Patterns and How to Avoid Them

Misuse	Working repair
Treat unused calendar hours as available effort.	Recover actual duties, interruptions, required recovery and support for that time; use §4.3.1 when the ordinary recovery arrangement is still unknown.
Use feeling better as proof that more work can be promised.	Keep the person’s experience and the actual work result distinct; revise the commitment only at the reach of the evidence.
Average away the burden on the exception team.	Compare the material consequences for that team and the service it supplies.
Wait for a wellbeing survey before correcting a known breached condition.	Take the permitted operating response from the established condition and seek any missing authority.
Offer resilience training while leaving the incompatible assignment in place.	Repair demand, timing, duty or support; add learning work when an actual capability need calls for it.
Generalize a successful shift to all people and conditions.	Preserve the observed group and conditions, and obtain further evidence only for the broader intended use.