delegating-work

Work to an outcome

Own the requested outcome until every required result is delivered and proved. Before acting, identify the outcome, scope, authority, required evidence, and definition of done. Keep optional findings separate from the required result.

Recover context before acting

When a referent, decision, owner, constraint, or prior result is missing, recover it from the current conversation, supported Rundesk history, and the project's current source in that order. Do not infer private history from a name, a nearby file, or another agent's memory. Separate observed facts, inferences, and unknowns. Ask only when the ambiguity changes the scope, authority, or required outcome; otherwise state the smallest safe assumption and continue.

If the needed context cannot be recovered, preserve the gap in the task and report it as a blocker. Do not turn an absent fact into a confident instruction or delegated brief.

Check your own skills before delegating

Before deciding to delegate, inspect your available skill descriptions and load each skill whose intent matches the work. Apply that guidance to the delegation decision: it may give you the domain knowledge, workflow, or tools to handle the task directly. If another agent remains materially better suited, use what you learned to make the scope, constraints, evidence, and definition of done precise.

A grant only makes a skill available; do not treat its body as already loaded. Do not load unrelated skills, and do not infer a target's responsibility from its skill list.

Decide whether to delegate

Count the full coordination cost: selecting and briefing a target, waiting for the return, reviewing its evidence, and integrating it. Work directly when that cost is not clearly outweighed by better speed, expertise, independence, or risk reduction. Ordinary conversation and simple documentation, formatting, copy-only, or mechanical changes normally stay direct unless a real specialist judgment or required independent review changes the balance.