Frequently asked questions about thinking, epistemology, and cognitive tools. 1675 answers
Track versions of your agents so you can compare, rollback, and learn from changes.
Track versions of your agents so you can compare, rollback, and learn from changes.
Define clear criteria for when an agent should be retired rather than maintained. Without explicit retirement criteria set in advance, you will hold onto agents long past the point where they serve you — because the sunk cost of building them, the identity you attached to them, and the absence of.
Define clear criteria for when an agent should be retired rather than maintained. Without explicit retirement criteria set in advance, you will hold onto agents long past the point where they serve you — because the sunk cost of building them, the identity you attached to them, and the absence of.
Define clear criteria for when an agent should be retired rather than maintained. Without explicit retirement criteria set in advance, you will hold onto agents long past the point where they serve you — because the sunk cost of building them, the identity you attached to them, and the absence of.
Define clear criteria for when an agent should be retired rather than maintained. Without explicit retirement criteria set in advance, you will hold onto agents long past the point where they serve you — because the sunk cost of building them, the identity you attached to them, and the absence of.
Select three cognitive agents you currently run — habits, routines, decision protocols, or review systems. For each one, write three retirement criteria: one based on performance (a measurable decline in the output that originally justified the agent), one based on relevance (a change in your.
Treating retirement criteria as theoretical rather than operational. You read this lesson, nod, and think 'I should probably retire some agents.' But you do not write specific, measurable criteria in advance. Without pre-committed criteria, every retirement decision becomes a real-time judgment.
Define clear criteria for when an agent should be retired rather than maintained. Without explicit retirement criteria set in advance, you will hold onto agents long past the point where they serve you — because the sunk cost of building them, the identity you attached to them, and the absence of.
Retire agents gracefully — document what they did, why they're being retired, and what replaces them.
Retire agents gracefully — document what they did, why they're being retired, and what replaces them.
Retire agents gracefully — document what they did, why they're being retired, and what replaces them.
Retire agents gracefully — document what they did, why they're being retired, and what replaces them.
Identify one agent — a habit, routine, system, or delegation — that you have already retired or that you suspect should be retired. Write its retirement document. Use four sections: (1) What it did — not just the visible output, but every downstream function it served, including ones you only.
The most common failure is retiring the agent without retiring its responsibilities — stopping the behavior while assuming that what the behavior produced will somehow continue to happen on its own. This is the organizational equivalent of firing an employee without reassigning their tasks. The.
Retire agents gracefully — document what they did, why they're being retired, and what replaces them.
When retiring an agent ensure its responsibilities transfer to a new agent or are consciously dropped.
When retiring an agent ensure its responsibilities transfer to a new agent or are consciously dropped.
Identify one agent (habit, routine, system, or practice) that you've retired or abandoned in the last year. Write down: (1) what responsibilities it carried, (2) which of those responsibilities are now handled by something else, (3) which are handled by nothing. For each orphaned responsibility,.
Retiring an agent without a succession plan and assuming nothing will break. The responsibilities don't disappear — they become invisible gaps. You notice the damage weeks later when a commitment falls through, a habit decays, or a system you relied on quietly stops producing results. The failure.
When retiring an agent ensure its responsibilities transfer to a new agent or are consciously dropped.
Understanding your past agents — even failed ones — reveals patterns in how you build cognitive systems.
Understanding your past agents — even failed ones — reveals patterns in how you build cognitive systems.
Understanding your past agents — even failed ones — reveals patterns in how you build cognitive systems.