03 / Collaboration
How much should the system take over?
Agents no longer only answer; they act. Delegate too widely and one mistake travels far; too narrowly and nothing gets handed over. The value lies in what they are allowed to do.
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Decide what it may do.
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01After the answer, three actions.
With a verified answer in hand, the agent now wants to do three things. Each starts at the least it may do: see.
They reach a meeting inside the company, a definition every report uses, and a customer outside it.
- A-01 · A meeting inside the companyPut the answer, with both definitions, to the meeting
- A-02 · A definition every report usesRedefine the metric to count by the customer's requested dates
- A-03 · A promise to a customerTell the customer the large, tight order is accepted
02How far may each one go?
See: read only. Propose: hand it to a person with the evidence and the options. Act: do it alone.
The further an action reaches beyond the boundary, the more it needs a person.
03Run it within that scope.
Run the three actions with the scope as it stands.
- A-01 · SeeToo narrow
No answer goes out. The question returns to a person and misses the meeting.
- A-02 · SeeToo narrow
The definition stays. Next month the same question is answered by promised dates again.
- A-03 · SeeToo narrow
Not even a draft reply. The head of sales writes it from scratch.
Fits 0 · Too narrow 3 · Too wide 0
Change a scope to run it again.
04A rejection needs a reason.
The proposal reached the owner of the metric. Decide it as that owner.
The definition change has not reached anyone yet.
Redefine “on-time delivery rate” to count against the customer's requested dates. Evidence: the head of sales' correction, and the check that found 79% by requested dates, 94% by promised dates.
05What was decided becomes the next memory.
Which action was allowed how far, where it went back to a person, who decided and why, and what happened next: all in the same record, and back before the next question.
The decision has not been recorded yet. Decide it first
Not what it can do, but what it may do.
Grant actions in three levels: see, propose, act. An action that reaches beyond the boundary goes back to a person with its evidence and options. A rejection keeps its reason, and the reason becomes the next rule. Give every grant an expiry and keep it on record.
A fictional, limited example with three actions and one proposal. Real permission design also has to settle expiry, revocation and audit.