Cynefin
Four kinds of problem, and a different way to act in each.
David Snowden and Mary Boone, A Leader's Framework for Decision Making, Harvard Business Review
November 2007
Dave Snowden's sense-making framework distinguishes clear problems, where you apply a known procedure; complicated ones, where an expert analyzes; complex ones, where cause and effect are visible only afterward so you probe first; and chaotic ones, where you act to establish order before analysis is possible.
In this method it decides composition. Agents are strong in clear and complicated domains and structurally unsuited to complex ones, because a complex problem has not been framed yet and an agent optimizes against the frame it was handed. Most publicized agent failures are a complicated-domain tool deployed into a complex-domain problem.
For each workflow, what is the human to agent ratio, and who signs the quality baseline?
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?
What limits throughput, and what is supposed to happen when the line stops?